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| Criterion |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |  Systems Thinking System Dynamics Simulation |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | 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. | 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 | High | Medium | High | High |
Timedifferent | Half day | 1-3 h | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 1-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes | Simulation Model, Scenario Reports | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyAnalysisPlanning | Systems thinkingDynamicsSimulationAnalysis | DynamicsSimulationFeedbackSystems thinking |