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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |  Facilitation Power Interest Grid |  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. | 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. | 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. | 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 | Medium | Low | Low |
Timedifferent | Mehrere Tage bis Wochen | 1-3 h | 30-60 min | 60–90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-10 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |