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| Criterion |  Systems Thinking System Dynamics Simulation |  Operations Accountability Ladder |  Systems Thinking Causal Loop Diagram |  Systems Thinking Polarity Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Mehrere Tage bis Wochen | 20-45 min | 1-3 h | 1-2 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 1-8 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Ownership Reflection, Action Commitment, Coaching Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Polarity Map, Warning Signs, Balance Actions |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | ResponsibilityLeadershipTeam | FeedbackSystems thinkingCausalityDynamics | Systems thinkingTradeoffsLeadership |