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| Criterion |  Engineering Kanban |  Facilitation Decision Jam |  Facilitation Stakeholder Mapping |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Ongoing | 60-90 min | 60–90 min | 1-3 h |
Participantsdifferent | 2-12 | 4-10 | 2-8 | 5-30 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Problem Cluster, Prioritized Challenge, Experiment | Stakeholder Map, Engagement Plan, Risk Notes | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | FlowVisual managementDelivery | FacilitationDecisionProblem solvingWorkshop | StakeholdersAlignmentFacilitationChange | FacilitationConsensusWorkshopAlignment |