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| Criterion |  Operations Accountability Ladder |  Systems Thinking Stock and Flow Diagram |  Facilitation Delegation Poker |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 20-45 min | 2-6 h | 45-90 min | Mehrere Tage bis Wochen |
Participantsdifferent | 1-8 | 1-6 | 3-10 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Delegation Board, Decision Boundaries, Role Agreements | Simulation Model, Scenario Reports |
Tagsno overlap | ResponsibilityLeadershipTeam | DynamicsSimulationFeedbackSystems thinking | AutonomyRolesTeam | Systems thinkingDynamicsSimulationAnalysis |