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| Criterion |  Operations Accountability Ladder |  Systems Thinking System Dynamics Simulation |  Facilitation Responsibility Poker |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-45 min | Mehrere Tage bis Wochen | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Simulation Model, Scenario Reports | Responsibility Map, Role Agreements, Open Questions | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingDynamicsSimulationAnalysis | RolesResponsibilityTeamFacilitation | FeedbackSystems thinkingCausalityDynamics |