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| Criterion |  Engineering Kanban |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | Ongoing | 1-5 Tage | 1-3 h | Half day |
Participantsdifferent | 2-12 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy |
Tagsno overlap | FlowVisual managementDelivery | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy |