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| Criterion |  Systems Thinking Leverage Points |  Operations Change Analysis |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | High | Medium | High | High |
Timedifferent | Half day | 45-120 min | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-12 | 2-6 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |