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| Criterion |  Business Strategy McKinsey 7S |  Architecture ARID (Active Reviews for Intermediate Designs) |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h | 2–4 h review as a planning range; preparation and evaluation additional | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | Designers, developers as users, and facilitation | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OrganizationStrategyAlignmentChange | ArchitectureEngineeringFeedbackValidationTasks | ChangeDecisionStrategy | DecisionChangeLearningStrategy |