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| Criterion |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Operations Root Cause Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-60 min je Zyklus | 2-4 h | 1-4 h | 2-8 h |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | Root causeProblem solvingQualityIncident | Problem solvingRoot causeDecisionOperations |