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| Criterion |  Decision Making OODA Loop |  Decision Making Decision Tree |  Decision Making Decision Framing Workshop |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 30-90 min | 60-120 min | 2-4 h |
Participantsdifferent | 1-8 | 1-6 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List | Decision Frame, Decision Question, Criteria List, Evidence Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionChangeLearningStrategy | DecisionTreeOptions | Decision framingAlignmentCriteriaOptions | OrganizationStrategyAlignmentChange |