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| Criterion |  Decision Making OODA Loop |  Decision Making DACI |  Decision Making Assumption Surfacing |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 45-90 min | 2-4 h |
Participantsdifferent | 1-8 | 2-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery | OrganizationStrategyAlignmentChange |