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| Criterion |  Engineering Kanban |  Systems Thinking Intervention Mapping |  Delivery Value Stream Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | Ongoing | 1-5 Tage | 1-3 h | 2-4 h |
Participantsdifferent | 2-12 | 4-12 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | FlowVisual managementDelivery | ChangeSystems thinkingCapability | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange |