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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 2-6 h | Mehrere Tage bis Wochen | 1-5 Tage |
Participantsdifferent | 3-12 | 1-6 | 1-5 Modellierende, Stakeholder asynchron | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tags1 shared | Systems thinkingMappingBoundariesChange | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis | ChangeSystems thinkingCapability |