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| Criterion |  Systems Thinking Leverage Points |  Operations Change Analysis |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
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. | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 45-120 min | Mehrere Tage bis Wochen | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 1-5 Modellierende, Stakeholder asynchron | 2-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics |