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| Criterion |  Engineering Kanban |  Decision Making Force Field Analysis |  Business Strategy Business Model Stress Test |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Ongoing | 45-90 min | Half day | 45-90 min |
Participantsdifferent | 2-12 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Force Field Map, Change Levers, Risk Notes | Stress Test Report, Action Plan per Scenario | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FlowVisual managementDelivery | ChangeDecisionStrategy | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskDecisionDiscovery |