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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Product Discovery Assumption Mapping |  Growth A/B Testing |
|---|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | Ongoing | Half day | 45-60 min | 1-4 Wochen |
Participantsdifferent | 2-12 | 3-12 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Assumption map, Test backlog, Risk ranking | Experiment results, Decision log, Learning summary |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | AssumptionsRiskExperimentsValidation | ExperimentsGrowthAnalyticsValidation |