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| Criterion |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |  Systems Thinking Causal Loop Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-90 min | 1-3 h | Mehrere Tage bis Wochen |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Causal Loop Diagram, Feedback Notes, Leverage Points | Simulation Model, Scenario Reports |
Tagsno overlap | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions | FeedbackSystems thinkingCausalityDynamics | Systems thinkingDynamicsSimulationAnalysis |