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| Criterion |  Innovation Double Diamond |  Operations PDCA Cycle |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Low | Medium | High |
Timedifferent | Wochen bis Monate | 1 h bis mehrere Wochen | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | ProcessDivergenceInnovation | Continuous improvementLeanExperiments | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |