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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Leverage Points |  Systems Thinking Wardley Mapping |  Decision Making Force Field 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Mehrere Tage bis Wochen | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 2-10 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Leverage Map, Action Strategy | Wardley Map, Strategic Options, Evolution Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingChangeStrategy | StrategySystems thinkingDynamics | ChangeDecisionStrategy |