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| Criterion |  Operations Accountability Ladder |  Systems Thinking System Dynamics Simulation |  Systems Thinking Stock and Flow Diagram |  Systems Thinking Polarity Mapping |
|---|---|---|---|---|
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 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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 20-45 min | Mehrere Tage bis Wochen | 2-6 h | 1-2 h |
Participantsdifferent | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 1-6 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Simulation Model, Scenario Reports | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Polarity Map, Warning Signs, Balance Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingDynamicsSimulationAnalysis | DynamicsSimulationFeedbackSystems thinking | Systems thinkingTradeoffsLeadership |