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| Criterion |  Engineering Kanban |  Decision Making Force Field Analysis |  Business Strategy Business Model Canvas |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 45-90 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 2-12 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Force Field Map, Change Levers, Risk Notes | Business Model Canvas, Assumption List, Business Hypotheses | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | FlowVisual managementDelivery | ChangeDecisionStrategy | Business modelStrategyValueInnovation | DecisionChangeLearningStrategy |