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| Criterion |  Business Strategy McKinsey 7S |  Agile Specification by Example |  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. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 60-90 min pro Feature | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-6 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Example Table, Acceptance Tests | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OrganizationStrategyAlignmentChange | AgileRequirementsExamplesBehavior-Driven Development | ChangeDecisionStrategy | DecisionChangeLearningStrategy |