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| Criterion |  Engineering Kanban |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |  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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | High | Medium |
Timedifferent | Ongoing | 2-4 h | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 2-12 | 3-8 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | FlowVisual managementDelivery | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |