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| Criterion |  Systems Thinking System Dynamics Simulation |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Mehrere Tage bis Wochen | 30-60 min | 1-3 h | 60-90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentGovernance |