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| Criterion |  Engineering Kanban |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |  Facilitation 3-Circle Venn 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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 45-90 min | 1-2 h | 15-45 min |
Participantsdifferent | 2-12 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | FlowVisual managementDelivery | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation | ComparisonFacilitationAlignment |