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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Causal Loop Diagram |  Systems Thinking System Dynamics Simulation |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 1-3 h | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Simulation Model, Scenario Reports | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyAnalysisPlanning | FeedbackSystems thinkingCausalityDynamics | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingRoot causeConstraintsCausality |