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| Criterion |  Decision Making OODA Loop |  Agile Affinity Estimation |  Business Strategy McKinsey 7S |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 30-90 min | 2-4 h | 30-60 min |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Affinity Size Map, Grouped Estimates, Unclear Items | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionChangeLearningStrategy | EstimationBacklogRelative sizing | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment |