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| Criterion |  Decision Making OODA Loop |  Knowledge Modeling Feynman Technique |  Business Strategy McKinsey 7S |  Decision Making Decision Rights 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 20-60 min | 2-4 h | 90-180 min |
Participantsdifferent | 1-8 | 1 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Plain-language Explanation, Knowledge Gaps, Study Notes | 7S Assessment, Alignment Gaps, Change Actions | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionChangeLearningStrategy | LearningKnowledgeUnderstanding | OrganizationStrategyAlignmentChange | DecisionGovernanceAlignmentResponsibility |