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| Criterion |  Decision Making Red Teaming |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 15-60 min je Zyklus | 2-4 h | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionSensemaking | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | AssumptionsRiskDecisionDiscovery |