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| Criterion |  Delivery Value Stream Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Cynefin Workshop |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-2 h | 60-180 min | Ongoing |
Participantsdifferent | 4-10 | 1-8 | 4-20 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Concept Map, Relationship Labels, Knowledge Gaps | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | KnowledgeConceptsMappingSensemaking | ComplexitySensemakingDecision | FlowVisual managementDelivery |