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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 45-90 min | 2-4 h | 60-120 min |
Participantsdifferent | 2-12 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking |