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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Operations Causal Factor Analysis |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | Ongoing | Half day | 2-6 h | 1-3 h |
Participantsdifferent | 2-12 | 3-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | CausalityIncidentRoot causeTimeline | FeedbackSystems thinkingCausalityDynamics |