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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Ongoing | Half day | 45-90 min | 45-60 min |
Participantsdifferent | 2-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |