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| Criterion |  Decision Making Decision Rights Mapping |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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 | High |
Timedifferent | 90-180 min | 1-3 h | 2-6 h |
Participantsdifferent | 4-12 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |
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