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| Criterion |  Decision Making OODA Loop |  Team Design Team Topologies Interaction Modes |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | Half day | 2-4 h |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionChangeLearningStrategy | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |
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