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| Criterion |  Systems Thinking System Dynamics Simulation |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 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. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | Mehrere Tage bis Wochen | 2-4 h | Half day | 2-6 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 3-12 | 1-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | DynamicsSimulationFeedbackSystems thinking |