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| Criterion |  Engineering Kanban |  Decision Making Force Field Analysis |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Low | High |
Timedifferent | Ongoing | 45-90 min | Half day |
Participantsdifferent | 2-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Force Field Map, Change Levers, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | FlowVisual managementDelivery | ChangeDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis |
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