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