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| Criterion |  Systems Thinking System Dynamics Simulation |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Medium | Low |
Timedifferent | Mehrere Tage bis Wochen | 15-60 min je Zyklus | 1-3 h | 45-90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 1-8 | 2-10 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Situation Assessment, Decision Loop, Action Updates | Wardley Map, Strategic Options, Evolution Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | DecisionChangeLearningStrategy | StrategySystems thinkingDynamics | ChangeDecisionStrategy |