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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking System Dynamics Simulation |  Decision Making Force Field Analysis |  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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | High | Low | Medium |
Timedifferent | Half day | Mehrere Tage bis Wochen | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 2-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Simulation Model, Scenario Reports | Force Field Map, Change Levers, Risk Notes | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | Systems thinkingChangeStrategy | Systems thinkingDynamicsSimulationAnalysis | ChangeDecisionStrategy | StrategySystems thinkingDynamics |