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| Criterion |  Team Design Team API |  Decision Making OODA Loop |  Agile 4Ls Retrospective |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 | Half day initial, dann laufend | 15-60 min je Zyklus | 45–75 min | 2-4 h |
Participantsdifferent | Ein Team plus Stakeholder | 1-8 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Team API Document | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCommunicationService | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam | OrganizationStrategyAlignmentChange |