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| Criterion |  Systems Thinking Stock and Flow Diagram |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 2-6 h | 1-5 Tage | Half day | Mehrere Tage bis Wochen |
Participantsdifferent | 1-6 | 4-12 | 3-12 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Simulation Model, Scenario Reports |
Tags1 shared | DynamicsSimulationFeedbackSystems thinking | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | Systems thinkingDynamicsSimulationAnalysis |