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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Facilitation Consensus 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | Half day | 1-3 h | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 5-30 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Consensus Clusters, Theme Titles, Priority Areas | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | FacilitationConsensusWorkshopAlignment | OrganizationStrategyAlignmentChange |