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| Criterion |  Engineering Kanban |  Business Strategy 5-Minuten VC-Check |  Systems Thinking Intervention Mapping |  Systems Thinking Future 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | Ongoing | 5-15 min | 1-5 Tage | 2-4 h |
Participantsdifferent | 2-12 | 1-5 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | FlowVisual managementDelivery | StartupValidationCompetition | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange |