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| Criterion |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Product Discovery Assumption Mapping |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 2-4 h | 45-60 min | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Assumption map, Test backlog, Risk ranking | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | AssumptionsRiskExperimentsValidation | StrategyDecisionAssumptionsHypothesis |