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| Criterion |  Systems Thinking Wardley Mapping |  Systems Thinking System Dynamics Simulation |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | Mehrere Tage bis Wochen | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 2-10 | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Simulation Model, Scenario Reports | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategySystems thinkingDynamics | Systems thinkingDynamicsSimulationAnalysis | ChangeDecisionStrategy | DecisionChangeLearningStrategy |