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| Criterion |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |  Systems Thinking System Dynamics Simulation |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-3 h | 30-90 min | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Simulation Model, Scenario Reports | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions | Systems thinkingDynamicsSimulationAnalysis | DynamicsSimulationFeedbackSystems thinking |