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| Criterion |  Engineering Kanban |  Systems Thinking Theory of Constraints Thinking Process |  Systems Thinking Causal Loop 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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | Ongoing | 0.5-3 Tage | 1-3 h |
Participantsdifferent | 2-12 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | FlowVisual managementDelivery | Theory of ConstraintsConstraintsSystems thinkingCausality | FeedbackSystems thinkingCausalityDynamics |
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