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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  Systems Thinking Wardley 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. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | Mehrere Tage bis Wochen | Half day | 2-6 h | 1-3 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 3-8 | 2-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Wardley Map, Strategic Options, Evolution Notes |
Tags1 shared | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | StrategySystems thinkingDynamics |