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| Criterion |  Decision Making Red Teaming |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h | 2-4 h | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskDecisionSensemaking | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy |