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| Criterion |  Decision Making OODA Loop |  Decision Making Cynefin Workshop |  Business Strategy McKinsey 7S |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 60-180 min | 2-4 h | 1-3 h |
Participantsdifferent | 1-8 | 4-20 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Cynefin Map, Domain-specific Actions, Sensemaking Notes | 7S Assessment, Alignment Gaps, Change Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DecisionChangeLearningStrategy | ComplexitySensemakingDecision | OrganizationStrategyAlignmentChange | SensemakingDecisionRationale |