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| Criterion |  Facilitation Problem Framing Workshop |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 60-120 min | 15-60 min je Zyklus | 45-90 min | 2-4 h |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | FacilitationAlignmentDiscovery | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | OrganizationStrategyAlignmentChange |