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| Criterion |  Engineering Kanban |  Systems Thinking Intervention Mapping |  Domain Modeling Context Map |  Systems Thinking Systems 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. | 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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Ongoing | 1-5 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 2-12 | 4-12 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Context Map, Integration Patterns, Boundary Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | FlowVisual managementDelivery | ChangeSystems thinkingCapability | Domain-Driven DesignBoundariesStrategy | Systems thinkingMappingBoundariesChange |