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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Mehrere Tage bis Wochen | Half day | 30-60 min | 1-3 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |