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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking System Dynamics Simulation |  Domain Modeling Context Map |  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. | 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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | High | Medium | High |
Timedifferent | 1-3 h | Mehrere Tage bis Wochen | 1-3 h | 2-6 h |
Participantsdifferent | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Simulation Model, Scenario Reports | Context Map, Integration Patterns, Boundary Notes | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingDynamicsSimulationAnalysis | Domain-Driven DesignBoundariesStrategy | DynamicsSimulationFeedbackSystems thinking |