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| Criterion |  Decision Making Delphi Method |  Systems Thinking Stock and Flow Diagram |  Systems Thinking Wardley Mapping |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 Wochen | 2-6 h | 1-3 h | Mehrere Tage bis Wochen |
Participantsdifferent | 6-30 Experten | 1-6 | 2-10 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Wardley Map, Strategic Options, Evolution Notes | Simulation Model, Scenario Reports |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DynamicsSimulationFeedbackSystems thinking | StrategySystems thinkingDynamics | Systems thinkingDynamicsSimulationAnalysis |