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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |  Systems Thinking Causal Loop 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. | 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. | 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 Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Mehrere Tage bis Wochen | 1-3 h | Half day | 1-3 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-10 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tags1 shared | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy | FeedbackSystems thinkingCausalityDynamics |