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| Criterion |  Engineering Kanban |  Systems Thinking Future Reality Tree |  Innovation Lean Startup |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | Ongoing | 2-4 h | Wochen bis Monate je Lernzyklus | 1-5 Tage |
Participantsdifferent | 2-12 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | FlowVisual managementDelivery | Theory of ConstraintsSystems thinkingChange | LeanStartupValidationMVP | ChangeSystems thinkingCapability |