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| Criterion |  Decision Making OODA Loop |  Decision Making Delphi Method |  Engineering Goal Question Metric |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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 | High | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 1-4 Wochen | 90-180 min | 2-4 h |
Participantsdifferent | 1-8 | 6-30 Experten | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | GQM Table, Metric Profiles | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | MetricsMeasurementEngineeringAlignment | OrganizationStrategyAlignmentChange |