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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Systems Thinking Intervention Mapping |  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. | 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. | 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 | 1-5 Tage | 60-120 min |
Participantsdifferent | 2-12 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking |