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| Criterion |  Engineering Kanban |  Facilitation Dot Estimation |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention 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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | Ongoing | 5-20 min | 2-4 h | 1-5 Tage |
Participantsdifferent | 2-12 | 3-20 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Effort Heatmap, Risk Signals, Discussion Targets | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | FlowVisual managementDelivery | EstimationEffortRisk | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability |