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| Criterion |  Systems Thinking Causal Loop Diagram |  Operations ALPEN Method |  Operations Time Blocking |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 | Low | Low | High |
Timedifferent | 1-3 h | 10-20 min daily | 15-30 min Planung, laufend | 2-6 h |
Participantsdifferent | 2-8 | 1 | 1 | 1-6 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Daily Plan, Time Estimates, Review Notes | Blocked Calendar, Capacity View, Focus Plan | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | PlanningTime managementProductivityOperations | PlanningTime managementFocus | DynamicsSimulationFeedbackSystems thinking |