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| Criterion |  Systems Thinking Futures Wheel |  Agile WSJF |  Engineering Kanban |  Operations Visual Management |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-120 min | 45-90 min | Ongoing | Ongoing |
Participantsdifferent | 3-10 | 3-10 | 2-12 | 1-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics | Visual Board, Status Indicators, Exception Cues |
Tagsno overlap | ForesightSystems thinkingSignals | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery | SignalsOperationsVisual management |