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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Delivery Value Stream Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Ongoing | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 2-12 | 3-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Current-state map, Future-state map, Bottleneck list | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | LeanFlowWasteDelivery | ChangeDecisionStrategy |