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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Product Strategy DIBB |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | Ongoing | Half day | 1-2 h | 45-90 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 | DIBB document, Belief list, Bet list, Learning report | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskDecisionDiscovery |