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| Criterion |  Systems Thinking Stock and Flow Diagram |  Operations ALPEN Method |  Business Strategy GAP Analysis |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-6 h | 10-20 min daily | 1-3 h | 1-3 h |
Participantsdifferent | 1-6 | 1 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Daily Plan, Time Estimates, Review Notes | Gap Matrix, Action Plan, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | DynamicsSimulationFeedbackSystems thinking | PlanningTime managementProductivityOperations | StrategyAnalysisPlanning | FeedbackSystems thinkingCausalityDynamics |