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| Criterion |  Facilitation Mind Mapping |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-45 min | 15-60 min je Zyklus | 2-4 h | 15-45 min |
Participantsdifferent | 1-10 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | ComparisonFacilitationAlignment |