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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Iceberg Model |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 | Medium | Low | High | High |
Timedifferent | 1-2 h | 30-60 min | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-12 | 2-10 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tags1 shared | Systems thinkingTradeoffsLeadership | Systems thinkingRoot causePatterns | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |