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| Criterion |  Innovation Double Diamond |  Systems Thinking Iceberg Model |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | Wochen bis Monate | 30-60 min | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-12 | 2-10 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tagsno overlap | ProcessDivergenceInnovation | Systems thinkingRoot causePatterns | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |