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| Criterion |  Engineering Kanban |  Decision Making OODA Loop |  Product Discovery Assumption Mapping |  Product Discovery Learning Card |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 15-60 min je Zyklus | 45-60 min | 25-40 min |
Participantsdifferent | 2-12 | 1-8 | 2-8 | 1-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Situation Assessment, Decision Loop, Action Updates | Assumption map, Test backlog, Risk ranking | Learning Card with evidence and next action |
Tagsno overlap | FlowVisual managementDelivery | DecisionChangeLearningStrategy | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryLearning |