View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking System Dynamics Simulation |  Product Strategy Impact Mapping |  Systems Thinking Wardley Mapping |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Mehrere Tage bis Wochen | 45-90 min | 1-3 h | 2-6 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-8 | 2-10 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Impact Map, Outcome Hypotheses, Delivery Options | Wardley Map, Strategic Options, Evolution Notes | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | OutcomesStrategyBehaviorPlanning | StrategySystems thinkingDynamics | ImpactOutcomesSystems thinkingStrategy |