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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking System Dynamics Simulation |  Operations ALPEN Method |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. | 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 | Low | High | Low | High |
Timedifferent | 30-90 min | Mehrere Tage bis Wochen | 10-20 min daily | 2-6 h |
Participantsdifferent | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 1 | 1-6 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Simulation Model, Scenario Reports | Daily Plan, Time Estimates, Review Notes | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingDynamicsSimulationAnalysis | PlanningTime managementProductivityOperations | DynamicsSimulationFeedbackSystems thinking |