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| Criterion |  Facilitation Six Thinking Hats |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 2-4 h | 15-45 min |
Participantsdifferent | 4-12 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | FacilitationOptionsDecision | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange | ComparisonFacilitationAlignment |