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| Criterion |  Product Discovery Working Backwards |  Facilitation Power Interest Grid |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 30-60 min | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 2-6 | 2-8 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Power Interest Grid, Strategy per Stakeholder | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | VisionNarrativeAlignment | StakeholdersFacilitationAlignmentPlanning | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange |