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| Criterion |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Decision Making Assumption Surfacing |  Product Discovery Assumption 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 2-4 h | 45-90 min | 45-60 min |
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 List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |