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| Criterion |  Systems Thinking System Dynamics Simulation |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |  Facilitation Stakeholder 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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Mehrere Tage bis Wochen | 30-60 min | 1-3 h | 60–90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning | StakeholdersAlignmentFacilitationChange |