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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Intervention Mapping |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | High | High |
Timedifferent | 60-120 min | 1-5 Tage | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tags1 shared | Theory of ConstraintsAssumptionsSystems thinking | ChangeSystems thinkingCapability | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |