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| Criterion |  Operations Kepner-Tregoe |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-8 h | 15-60 min je Zyklus | 2-4 h | 15-30 min |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | Root causeIncidentLeanProblem solving |