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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Stock and Flow Diagram |  Decision Making Constraint Analysis |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | High | Low | High |
Timedifferent | 20–45 min | 2-6 h | 30-90 min | Mehrere Tage bis Wochen |
Participantsdifferent | Small cross-functional group | 1-6 | 2-8 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Simulation Model, Scenario Reports |
Tagsno overlap | RiskDecisionFailurePlanning | DynamicsSimulationFeedbackSystems thinking | ConstraintsDecisionPlanningOptions | Systems thinkingDynamicsSimulationAnalysis |