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| Criterion |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Architecture SAAM (Software Architecture Analysis Method) |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | SAAM helps teams judge an architecture’s suitability for selected tasks and changes. It is particularly useful for examining modifiability and comparing architecture alternatives with clear reasoning. | 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 | High | Low |
Timedifferent | 2-4 h | 15-60 min je Zyklus | Preparation, scenario analysis, and findings review; effort depends on scope | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | Architecture experts and stakeholders for scenarios and weighting | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Domain functions mapped to components and connections, Quality attributes and evaluation criteria, Typical tasks and their effects on the architecture, Reasoned evaluation or comparison of alternatives | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | ArchitectureChangeAnalysisComparisonQuality | ChangeDecisionStrategy |