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| Criterion |  Systems Thinking Causal Loop Diagram |  Innovation Design Thinking |  Operations Barrier Analysis |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | High | Medium | High |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 2-4 h | 2-6 h |
Participantsdifferent | 2-8 | 4-10 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Problem Statement, Prototype, Test Learnings | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | InnovationPrototypeResearch | Root causeSafetyIncident | DynamicsSimulationFeedbackSystems thinking |