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| Criterion |  Systems Thinking System Dynamics Simulation |  Facilitation Alignment Mapping |  Systems Thinking Stock and Flow Diagram |  Facilitation Stakeholder 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Mehrere Tage bis Wochen | 1-2 h | 2-6 h | 60–90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 4-12 | 1-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Alignment Map, Open Issues, Decision Questions | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | AlignmentStakeholdersStrategyFacilitation | DynamicsSimulationFeedbackSystems thinking | StakeholdersAlignmentFacilitationChange |