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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |
|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | High |
Timedifferent | Ongoing | Half day | 2-6 h |
Participantsdifferent | 2-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality |
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