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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |  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. | 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. | 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 | High | Low |
Timedifferent | Mehrere Tage bis Wochen | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-10 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy | ChangeDecisionStrategy |