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| Criterion |  Engineering Kanban |  Systems Thinking Causal Loop Diagram |  Systems Thinking Behavior Over Time Graph |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Ongoing | 1-3 h | 20-45 min | 2-6 h |
Participantsdifferent | 2-12 | 2-8 | 1-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Causal Loop Diagram, Feedback Notes, Leverage Points | Behavior Over Time Graph, Trend Hypotheses, Key Events | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowVisual managementDelivery | FeedbackSystems thinkingCausalityDynamics | Systems thinkingPatternsDynamics | Systems thinkingRoot causeConstraintsCausality |