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| Criterion |  Engineering Kanban |  Decision Making Argument Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 90-180 min |
Participantsdifferent | 2-12 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Argument Map, Evidence Gaps, Decision Rationale | Decision Rights Matrix, Agreement |
Tagsno overlap | FlowVisual managementDelivery | SensemakingDecisionRationale | DecisionGovernanceAlignmentResponsibility |
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