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| Criterion |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |  Systems Thinking Causal Loop Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 1-3 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Simulation Model, Scenario Reports |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning | FeedbackSystems thinkingCausalityDynamics | Systems thinkingDynamicsSimulationAnalysis |