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| Criterion |  Engineering Kanban |  Systems Thinking Systems Mapping |  Domain Modeling Context Map |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | Medium | Medium | Low |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 45-90 min |
Participantsdifferent | 2-12 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | System Map, Dependencies, Leverage Points | Context Map, Integration Patterns, Boundary Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingMappingBoundariesChange | Domain-Driven DesignBoundariesStrategy | ChangeDecisionStrategy |