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| Criterion |  Operations Accountability Ladder |  Systems Thinking System Dynamics Simulation |  Systems Thinking Current Reality Tree |
|---|---|---|---|
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. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | High | High |
Timedifferent | 20-45 min | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Simulation Model, Scenario Reports | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingRoot causeConstraintsCausality |
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