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Selected:ARID (Active Reviews for Intermediate Designs)Wardley MappingForce Field AnalysisStock and Flow Diagram
| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Systems Thinking Wardley Mapping |  Decision Making Force Field Analysis |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | Designers, developers as users, and facilitation | 2-10 | 3-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Wardley Map, Strategic Options, Evolution Notes | Force Field Map, Change Levers, Risk Notes | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | StrategySystems thinkingDynamics | ChangeDecisionStrategy | DynamicsSimulationFeedbackSystems thinking |