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| Criterion |  Innovation TRIZ |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h | 2-4 h | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation |