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| Criterion |  Decision Making OODA Loop |  Facilitation Alignment Mapping |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 15-60 min je Zyklus | 1-2 h | 1-4 Wochen | 2-4 h |
Participantsdifferent | 1-8 | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange |