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| Criterion |  Decision Making OODA Loop |  Decision Making Wideband Delphi |  Business Strategy McKinsey 7S |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 1-4 h or multiple rounds | 2-4 h | 30-60 min |
Participantsdifferent | 1-8 | 4-12 Experten | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Estimate Range, Assumption Log, Expert Consensus Notes | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionChangeLearningStrategy | EstimationExpertsForecasting | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment |