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| Criterion |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Product Discovery Test Card |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Test Card turns a critical assumption into a testable claim and specifies in advance which result counts as success. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 2-4 h | 20-35 min | 1-5 Tage |
Participantsdifferent | 1-8 | 3-12 | 1-5 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Test Card with a pre-set threshold | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | ExperimentsValidationDiscoveryHypothesis | ValidationExperimentsDemandDiscovery |