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| Criterion |  Business Strategy McKinsey 7S |  Knowledge Modeling IBIS |  Facilitation Stakeholder Mapping |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 1-3 h | 60–90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Issue Map, Positions, Argument Notes | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OrganizationStrategyAlignmentChange | RationaleKnowledgeDecision | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy |