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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | 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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 45-90 min | 2-6 h | Mehrere Tage bis Wochen | 45-90 min |
Participantsdifferent | 3-10 | 1-6 | 1-5 Modellierende, Stakeholder asynchron | 3-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AutonomyRolesTeam | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis | RolesResponsibilityTeamFacilitation |