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| Criterion |  Decision Making Risk Matrix |  Systems Thinking Causal Loop Diagram |  Growth A/B Testing |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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 | Low | Medium | High | High |
Timedifferent | 30-60 min | 1-3 h | 1-4 Wochen | 2-6 h |
Participantsdifferent | 3-10 | 2-8 | 1-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Causal Loop Diagram, Feedback Notes, Leverage Points | Experiment results, Decision log, Learning summary | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | RiskDecisionPrioritizationAssessment | FeedbackSystems thinkingCausalityDynamics | ExperimentsGrowthAnalyticsValidation | DynamicsSimulationFeedbackSystems thinking |