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| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |  Facilitation Stakeholder Mapping |  Facilitation Alignment 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 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Mehrere Tage bis Wochen | 1-3 h | 60–90 min | 1-2 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-10 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |