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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking System Dynamics Simulation |  Business Strategy GAP Analysis |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | 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. | 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 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 | 45-90 min | Mehrere Tage bis Wochen | 1-3 h | 2-6 h |
Participantsdifferent | 3-8 | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 1-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Simulation Model, Scenario Reports | Gap Matrix, Action Plan, Risk Notes | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | Systems thinkingDynamicsSimulationAnalysis | StrategyAnalysisPlanning | DynamicsSimulationFeedbackSystems thinking |