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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking System Dynamics Simulation |  Systems Thinking Stock and Flow Diagram |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 45-90 min | Mehrere Tage bis Wochen | 2-6 h | 1-2 h |
Participantsdifferent | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 1-6 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Simulation Model, Scenario Reports | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentStakeholdersTeam | Systems thinkingDynamicsSimulationAnalysis | DynamicsSimulationFeedbackSystems thinking | AlignmentStakeholdersStrategyFacilitation |