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In the book "Beyond Mind Mapping" both KNOW WHY Thinking-as an alternative to traditional systems theories and cybernetics-and the KNOW WHY Method, which can be applied with the MODELER to model complex situations are described. "KNOW WHY: gain insight - get success; tools for a happier life, more intelligent management, and a better world!"

This book is in no way similar to a textbook that focuses on the academic development of systems theory. On the contrary, the book is extremely easy to read and focuses on our daily challenges in three parts:

 

KNOW WHY: gain insight - get success

Part I is about the complexity of our personal lives. What is happiness? Why do we believe in gods? What is consciousness? What is emotional intelligence? Why does NLP work? What motivates juveniles? What drives older people on? What things are relationships dependent on? What is love? What do we have to do to lead happier lives? While answers to these questions using theories-cp. Maslow, Wilber, Reiss, Parsons, etc.-offer more or less complicated descriptions of phenomena, KNOW WHY Thinking (and the possibility to model these situations) can provide answers as to why the phenomena exist and also what a person can do to influence a given situation. Explaining human behavior systemically differs from just describing it.

Part II addresses the complexity of management tasks. Why do we need goals, missions and strategies? What motivates our customers? What drives our employees on? Why do projects fail? How can a company develop a successful product? How can we foresee market developments? There are many books out there on management that give sophisticated explanations as to why a company's management is good or bad. But what about the exceptions? And why does every new bestselling guide to success seem to contradict the one that came before it? Descriptions of best practice methods may have been helpful in the past, but today managements need different tools to meet their unique challenges. The complexities of our individual situations need to be analyzed. Simply having a check-off list of the crucial factors is not enough. We must use KNOW WHY Thinking on a daily basis to reflect (!) on the systemic pattern of success.

Part III addresses the complexity of the world and society that we live in. Why do we face so many catastrophes although we know what causes them and how we can hinder them? Why do we think we must make a profit before we can spread wealth? How are politics, society, religion, science, media and business connected? What role do we play as individuals? What would serve to increase people's happiness around the world? If your answer to this last question is "by rethinking," then what will encourage humans to "rethink"? If your answer is "by changing their values," then what does it take for humans to adopt a new value system? If your answer is "by becoming opinion leaders," then what does it take for people to want to become (and to be seen as) opinion leaders? This book gives you answers to all of these questions.
Throughout the book, you will also find many model examples as well as some practical exercises.

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