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| Criterion |  Decision Making Wideband Delphi |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium |
Timedifferent | 1-4 h or multiple rounds | 2-4 h | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 Experten | 3-12 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | EstimationExpertsForecasting | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | DecisionChangeLearningStrategy |