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| Criterion |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Product Discovery Learning Card |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 15-60 min je Zyklus | 25-40 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 1-5 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Learning Card with evidence and next action | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | ExperimentsValidationDiscoveryLearning | ChangeDecisionStrategy |