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| Criterion |  Systems Thinking System Dynamics Simulation |  Operations Accountability Ladder |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|
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 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 | High | Low | High |
Timedifferent | Mehrere Tage bis Wochen | 20-45 min | 2-6 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 1-8 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Ownership Reflection, Action Commitment, Coaching Notes | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | ResponsibilityLeadershipTeam | DynamicsSimulationFeedbackSystems thinking |
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