Category: Skills

Information comes at us from everywhere. Market reports, client emails, team feedback, competitor analysis, industry news – it all piles up in a chaotic mess. We consume data through our senses constantly, and our brains work overtime trying to make sense of it all, connecting dots, finding patterns, and deciding what action to take next.

But here’s the problem: when information stays fragmented and disorganized, our brains struggle. It’s like trying to swallow food without chewing it first. Sure, eventually your digestive system will break it down, but it’s slow, uncomfortable, and inefficient. The same thing happens with information. Your subconscious will eventually process scattered data and make connections, but why wait when you can speed up the process by simply chewing it?

Think about the last time you faced a complex business decision. Maybe you were planning a new product launch, redesigning a workflow, or trying to understand a client’s scattered requirements. You probably had dozens of inputs – some contradictory, some incomplete, some just vague hunches. How did you organize it all? Did you make a list? Write paragraphs in a document? Or did you just keep it all swimming around in your head, hoping clarity would emerge?

There’s a better way. For years, I’ve used a specific modeling technique that transforms chaos into clarity, especially when dealing with uncertainty and ill-defined systems. It’s called mind mapping, and it’s particularly powerful for business decision-making because it works with how your brain actually processes information, not against it.

Let me show you exactly how this works and why it might be the missing piece in your decision-making toolkit.

Why Lists and Linear Notes Fail Complex Thinking

Before we dive into mind mapping, we need to understand why traditional approaches fall short. When you’re dealing with complex information, you’re essentially receiving data in a scattered, non-linear format. A client tells you about their problem, but they jump between topics. Market research gives you data points that don’t obviously connect. Your team raises concerns that seem unrelated to each other.

Your brain naturally wants to find relationships between these fragments. According to Peter Senge from MIT Sloan School of Management,

“Business and human endeavors are systems. We tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never get solved.”

This is exactly what happens when we use linear note-taking or simple lists – we capture individual pieces but lose the connections between them.

Research backs this up. Our minds work in a non-linear, associative fashion. Studies show that when we force information into linear formats like bullet-point lists or paragraph-based notes, we’re working against our brain’s natural processing style. One controlled study found that students who used mind maps to study a 600-word passage retained approximately 10% more facts in follow-up tests compared to those using traditional note-taking methods. More importantly, the mind mapping group showed better understanding, evidenced by higher-quality explanations and stronger ability to draw connections from the material.

The difference becomes even more dramatic in business contexts. According to surveys of managers and knowledge workers, mind mapping software raises individual productivity by an average of 23%. Over half of users in Chuck Frey’s Mind Mapping Software Survey reported 20-30% increases in productivity, attributing it to clearer thinking and faster information retrieval. That’s the difference between spending three hours on a planning session versus two hours, or making a strategic decision in days instead of weeks.

But the real power is about seeing the whole system at once.

The Structure That Reveals Hidden Connections

So what exactly is a mind map, and why does it work so well for business decisions?

At its core, a mind map is a tree-like structure. You start with a central idea in the middle – let’s say “New Product Launch” or your client’s business name. From that center, branches radiate outward representing major categories or themes. From each of those branches, smaller branches extend representing sub-elements. It looks organic, like the branching of an actual tree, with a root, trunk, main branches, smaller branches, and finally leaves at the endpoints.

This structure does something powerful: it displays hierarchy and relationships simultaneously. When you look at a mind map, you immediately see which elements are high-level and which are details. You see which items cluster together under the same parent concept. You see what’s connected and what’s isolated.

Here’s what makes this different from other modeling approaches I’ve used. In traditional business process modeling – something like IDEF0 diagrams – you have to choose a specific level of abstraction before you start. These models are essentially flat, static photographs of a process at one moment in time, viewed from one perspective. If you want to see the system at a different level of detail, you need to create an entirely different diagram.

Mind maps don’t have this limitation. Because of their hierarchical nature, you can capture multiple levels of abstraction on a single diagram. The top branches might represent departments or major functional areas, while branches several levels deep might show specific tasks or requirements. This means you can zoom in and zoom out conceptually without switching documents or losing context.

Elements Interact With Each Other Within Systems

Russell Ackoff, a pioneer in operations research, put it perfectly:

“A system is never the sum of its parts; it’s the product of their interaction.”

Mind maps force you to think about these interactions because every element visibly connects to others. You can’t just list items in isolation – you have to decide where each piece fits in the broader structure.

When Cigna, the global insurance company, needed to communicate their strategy across the organization, they created strategy maps – essentially mind maps showing how different objectives connected in cause-and-effect relationships. Financial goals connected to customer outcomes, which connected to internal process improvements, which connected to employee training initiatives. By visualizing the strategy system on one page, Cigna’s leadership ensured all departments understood how their activities aligned with the big picture. The result was dramatically improved strategic execution and buy-in across thousands of employees.

When Mind Maps Become Essential

Mind mapping isn’t always necessary. If you’re working with well-defined, simple problems where the answer is clear, you don’t need it. But there’s a specific type of situation where mind maps become almost essential: when you’re dealing with uncertainty and ill-defined systems.

Let me give you a concrete example from my own work. When I interview clients before starting a software development project, I often face a common challenge: the client doesn’t have a clear technical specification. They know they need a system, they can describe their business problems, but they haven’t fully thought through what the solution should look like or how all the pieces fit together.

This is exactly where mind mapping shines. I start the interview with a blank mind map, placing the client’s business name or project goal in the center. Then, as they talk, I immediately begin adding nodes to the first level – anything and everything they mention. Features they want. Problems they’re solving. Users who will interact with the system. Data they need to track. Workflows they want to automate. Integrations with other tools.

At first, these nodes are completely unorganized. They’re just scattered elements radiating from the center in whatever order they came up during conversation. I might have dozens of them by the time we’re 20 minutes into the discussion, and they don’t necessarily make sense together yet. This is what I call the “basket of mushrooms” approach – first, you gather everything without worrying about organization.

But here’s where the magic happens. As we continue talking and I keep adding elements, I start to notice patterns. Oh, these three features are all related to the same user workflow. These five items are all about reporting functionality. These four nodes are actually describing the same concept from different angles.

Speak One Language With The Client

IDEO, the famous design and innovation firm, explains why this works:

“Mindmaps can be a powerful way to come up with ideas or to gain clarity about a topic of exploration. We use them because they’re extremely versatile.”

The versatility comes from the fact that you can start messy and refine as you go. Most business tools force you to be organized from the beginning, but mind mapping lets you embrace the chaos initially and find structure through the process.

So during the interview, I start moving nodes around. I drag related items together and place them under common parent categories. I create new parent nodes when I realize several items share a theme. I spot gaps – when one branch feels sparse compared to others, or when something doesn’t quite connect to anything else, suggesting we’re missing information. The client can see all of this happening in real-time.

By the end of a single interview session, we usually have a fairly complete map of the system. It shows all major functional areas, how they relate to each other, where the priorities are (indicated by the depth and density of branches), and what questions still need answers (shown by isolated nodes or sparse sections). Most importantly, both the client and I are looking at the exact same picture. There’s no ambiguity about whether we understand each other. The visual map becomes our shared language.

Find The Common Ground

Research from organizational development supports this approach. When Co-operators, a Canadian insurance company, needed to redesign their claims process to be more sustainable, they used systems mapping to bring together diverse stakeholders – internal teams, contractors, suppliers, customers. By creating a visual map of the entire claims ecosystem, they identified leverage points that weren’t obvious before. The result: cost savings from materials reuse, faster restoration times, and higher customer satisfaction, all without major new investments. The systems map helped internal teams and partners see the mutual benefits of the change, making implementation far smoother than typical restructuring projects.

Visual models serve as what researchers call “shared reference points.” When complex ideas are rendered in a diagram that all participants can see and critique, rather than each person holding a different mental model, alignment happens naturally. As one Harvard Business Review article notes, systems thinkers engage stakeholders by iteratively reframing the problem in a visual way, helping people who experience a system’s dysfunctions differently to find common ground.

The Practical Process: How to Actually Do This

Let me walk you through the specific technique I use, because the theory only matters if you can apply it.

Step 1: Start with the core

Put your central topic in the middle of your canvas. This could be a project name, a business problem, a client’s company, or a strategic decision you’re making. Keep it simple – just a few words. This becomes your root.

Step 2: Brain dump everything to the first level

Don’t organize yet. Just capture. As information comes in – from a conversation, from your own thinking, from documents you’re reviewing – add nodes directly connected to the center. You might end up with 20, 30, 50 first-level nodes. That’s fine. They’re not in any particular order yet. You’re just getting everything visible.

Step 3: Start noticing relationships

Once you have a substantial collection of elements, patterns will begin to emerge. You’ll notice that certain items feel related. Maybe they’re all about the same functional area. Maybe they represent different aspects of the same user need. Maybe they’re sequential steps in a process.

Step 4: Create hierarchy

This is where mind mapping tools really shine. Take those related nodes and drag them under new parent nodes that describe what unites them. For example, if you have nodes for “email notifications,” “SMS alerts,” and “in-app messages,” you might create a parent node called “Communication Channels” and nest those three items beneath it. Suddenly, those scattered elements have structure.

Step 5: Keep expanding and refining

As you continue working, you’ll add detail to specific branches. You might break “email notifications” down further into “welcome emails,” “reminder emails,” and “summary reports.” You’ll also discover gaps. If one major area of your map has deep, detailed branches but another area is suspiciously sparse, that’s a signal you need more information there.

Step 6: Use the map for decision-making

Once your map is reasonably complete, you can use it in multiple ways. You can identify priorities by looking at which branches are most developed or most critical. You can spot dependencies by seeing which elements need to be completed before others. You can find simplification opportunities by noticing overcomplicated areas. You can even identify what you don’t know yet – the gaps that need research or discussion.

The beauty of this process is that it works for many different business scenarios beyond client interviews.

• Need to plan a project? Start with the project goal in the center and map out all workstreams, dependencies, resources, and risks.
• Trying to understand a competitor? Put their company name in the center and branch out into their products, market positioning, strengths, weaknesses, and strategic moves.
• Designing an organizational structure? Map departments, roles, reporting relationships, and information flows.

One government agency used exactly this approach during a reorganization. They created what they called a “rich picture – essentially a detailed systems map – showing the current state of their directorate’s structure, information flows, pain points, and stakeholder relationships. This visual map revealed silos and redundant processes that weren’t obvious from traditional org charts. By involving managers in building the map, the agency fostered shared understanding of a complex system. The UK Government reports that such systems maps “brought together diverse stakeholders” and enabled them to agree on changes collectively, which was critical in making the reorganization successful.

Beyond the Basics: Multiple Maps and Perspectives

Here’s something I’ve learned from extensive use: you often need more than one mind map for complex situations.

During that client interview I mentioned earlier, I might actually create two separate maps simultaneously. One map shows the functional structure – what the system does, how features connect, what workflows look like. The other map shows the organizational structure – which departments are involved, where each employee fits, how teams collaborate, what approvals are needed.

These maps serve different purposes but inform each other. The functional map helps with technical design and development priorities. The organizational map helps with change management, training plans, and stakeholder communication. Looking at both together often reveals insights that neither shows alone – like when you realize that a particular feature requires coordination between two departments that don’t usually work together, signaling a potential implementation challenge.

This mirrors how major companies use visual thinking tools. Atlassian, makers of project management software (Jira, Confluence, etc.), confirm that mind maps are “extremely versatile” in strategic ideation, helping teams dissect problems and find innovative solutions collaboratively. They report that cross-functional workshops using mind maps generate and organize hundreds of ideas, then cluster them into themes – performance, user experience, analytics – for systematic evaluation.

Dan Roam, a visual thinking expert and author, puts it simply:

“Drawing isn’t an artistic process; drawing is a thinking process. If you want to think more clearly about an idea, draw it.”

This applies whether you’re drawing with pen and paper or using digital mind mapping tools. The act of externalizing your thoughts into a visual structure forces clarity that purely mental or purely textual thinking doesn’t achieve.

The Cognitive Science Behind Why This Works

You might be wondering why mind mapping has these effects. The research is actually quite clear.

Our brains are fundamentally associative and visual. We remember images better than words. We understand spatial relationships intuitively. We recognize patterns through visual processing faster than through logical analysis. Mind mapping leverages all of these natural cognitive strengths.

Studies in educational settings consistently show these benefits. One experiment with medical students found that those using mind maps generated more original diagnostic ideas for clinical cases than peers who didn’t, showing statistically significant improvements in creative problem-solving ability. Another study demonstrated that participants who created mind maps of a text passage had significantly better recall 30 minutes later compared to those who didn’t, indicating faster absorption and better retention of information.

The numbers add up in business contexts too. According to Project Management Institute research, mind mapping can increase learning and retention by up to 95% compared to linear note-taking in optimal conditions. While that figure likely represents best-case scenarios, even more modest improvements of 15-20% make substantial differences when you’re dealing with complex decisions involving thousands or millions of dollars.

Tom Wujec, a technology executive and visualization expert, explains it this way:

“When you doodle an image that captures the essence of an idea, you not only remember it, but you also help other people understand and act on it.”

The dual benefit – better personal cognition and better group communication – is exactly what makes mind mapping so powerful for business decision-making.

There’s also the simple fact that mind mapping offloads cognitive work. W. Edwards Deming, the quality management pioneer, famously observed that 94% of quality issues in workplaces stem from the system – processes and structure – while only 6% come from individuals. Mind mapping helps you see and improve those systems rather than just reacting to surface-level symptoms. Organizations that adopted systems thinking approaches, like Toyota under Deming’s influence, dramatically improved quality and decision-making by focusing on system-wide improvements visible through process mapping.

From Chaos to Clarity in Real Time

The fundamental problem we started with hasn’t changed: information comes at us in fragments, from multiple sources, often contradictory or incomplete. Our natural tendency is to either get overwhelmed by the chaos or to oversimplify by ignoring complexity.

Mind mapping offers a middle path. It acknowledges the messiness of real-world information while providing a method to organize it systematically. It speeds up the “digestion” process – to return to that food metaphor – by helping you break down, structure, and integrate scattered data before your subconscious even gets involved.

The evidence supports this approach across multiple dimensions.

• Mind maps improve memory retention by 10-15% on average.
• They boost productivity by roughly 20-30% for most users.
• They enhance creative problem-solving, as demonstrated in multiple research studies.
• They improve stakeholder alignment and shared understanding, as shown in cases from insurance companies to government agencies to tech startups.
• Most importantly, they lead to better decisions by forcing you to see systems holistically rather than focusing on isolated parts.

As Donella Meadows, the renowned systems scientist, advised:

“Remember, always, that everything you know, and everything everyone knows, is only a model. Get your model out there where it can be viewed. Invite others to challenge your assumptions and add their own.”

Mind mapping does exactly this – it externalizes your mental model, makes it visible to yourself and others, and creates space for collaborative refinement.

Don’t Do Lists

The next time you face a complex business decision, resist the urge to just think harder or make longer lists. Instead, open a blank page – digital or physical – and start mapping.

1. Put the core challenge in the center.
2. Branch out with everything you know, everything you need to know, and everything you’re uncertain about.
3. Look for patterns. Create structure. Identify gaps.
4. Share it with your team or stakeholders.
5. Watch how the conversation shifts when everyone can literally see the whole picture at once.

You’ll find that clarity emerges not from having all the answers immediately, but from organizing the questions, data, and relationships in a way your brain can actually work with. That’s the real power of mind mapping for business decisions – it transforms scattered thoughts into system design, and confusion into actionable insight.

Start with your next complex challenge. You might be surprised how quickly the fog lifts when you map your way through it.

If you’re not yet familiar with this famous theory that inspired an entire series – it’s the three-body problem. We won’t delve into scientific details now; it’s better if you look into what it is yourself, but I’ll briefly explain the essence.

When we calculate the trajectory of two bodies in space that orbit each other, such as our planet around the Sun, we account for parameters of these two bodies. With high probability, we can predict where one body and the other will be after a certain period of time.

However, if we add a third body that affects the first two with its gravitational field, predicting their future position in space and time becomes virtually impossible. The variables involved in this interaction become immeasurably numerous, and calculating their values so that everything is accurately matched is not possible, at least not now.

There are simplified methods for calculating the state of these bodies, based on simulating various scenarios and approximation – averaging all these variables. This is not an exact calculation, but it allows for determining the location of bodies with sufficient accuracy. But the essence remains unchanged: it’s impossible to precisely determine where one body will be relative to another.

Beyond Just Celestial Bodies

This concept, in my view, extends beyond the study of celestial bodies and science to life itself. When you have only two variables, such as two people or the relationship between them at a certain point in time, you can more or less predict them if you have the values of all these variables.

But as soon as a third person appears, the number of variables that need to be considered when all three interact increases disproportionately more than just plus one or multiplication by the number of people. The same applies to any aspect of life, which is why it seems so unpredictable and unexplored.

Despite the fact that we, as a human species, have gone through so much and achieved a lot, life remains a mystery for each person. What will happen to them is mostly unclear and impossible to predict. Using the principle of approximation or calculating only two bodies doesn’t work because there are many more bodies in each person’s life that influence and contain variables that need to be considered.

The same applies to business. If everything were as simple as calculating the position of two bodies, we would have templates, blueprints, or step-by-step instructions on how to create a business and become rich, taking into account initial conditions, capital, location, and the presence of other things.

But business is also something that doesn’t involve just two bodies, such as a seller and a buyer, but much more. This problem, by the way, is called the n-body problem in science, meaning the number of bodies is not three, but undefined, yet more than two.

Just Take This Guide And You Will Be Rich (You Won’t)

“Everyone has a plan until they get punched in the face.” – Mike Tyson, former heavyweight boxing champion

In business, there are also n bodies, and the number of variables that need to be considered when creating a business is so large that it’s impossible to calculate it all in advance using scientific methods or equations. That’s why it’s impossible to create a playbook that you can take, apply, and end up with a ready-made business.

Even if it’s a step-by-step plan, system, or franchise where there’s a book that takes into account many variables and allows minimizing risks, a large number of businesses started even through franchises don’t become profitable and operate at a loss. This confirms the hypothesis that life or business in this case is subject to the n-body problem.

The first conclusion we can draw is that there’s no point in looking for schemes, ready-made templates, advice, blueprints, or playbooks for creating a business because, even if you follow them step by step, some variable unique to your situation or your life will turn this template into a useless piece of text.

Some tactic or strategy won’t work, some advice will be inapplicable considering your position in space and time. It will all end with broken hopes or an indication that this blueprint is a scam.

This often happens despite the fact that it’s a legitimate course on creating a business from someone who has created it, or on any other topic. For example, a course by Ali Abdaal, a multi-million-subscriber YouTuber who knows how to attract an audience, grow a channel, shoot videos, and does this in practice. He’s not a theorist but someone who has gone from zero, knowing all the nuances.

However, if you buy his course, no one guarantees that you’ll become a multi-million-subscriber YouTuber. Practice shows that this is what happens. Some achieve a lot with the help of the course, while others don’t succeed at all. Why? Their specific situation, variables not considered in the course and that cannot be considered, don’t allow for it.

Adjust Anything To You Case

That’s why I always say: don’t try to apply other people’s systems to yourself without adjustment. As soon as you want to apply a system created by someone else, consider that they have a different position in space and time, a different set of variables that may overlap with yours, but you’ll have unique variables.

When you take a system or strategy, be sure to make adjustments considering your variables. Adapt the system to yourself so that it can be reused. Continue doing this constantly, fine-tuning tactics and strategies, adding variables that you won’t consider the first time, even knowing your situation better.

That’s exactly what you need to do with my ANTIghostwriter content creation system, for example, if you decide to use it for your brand. Yes, it’s polished and tested already, but exclusively for my own brand. So what you need to do is refine those parts that don’t match yours. Maybe you will adjust some prompts, maybe you will decrease the number of posts you need to generate every week, or something else. But the essence remains the same: adapt the system to your own needs.

“Nothing endures but change.” – Heraclitus, ancient Greek philosopher

Treat any advice, tactic, strategy, blueprint, or playbook as a beacon that guides you by vector. But the specific path, the trail, leads through a field, and you need to pave the way yourself, considering the backpack with cargo on your shoulders.

A Millimeter Counts

The second conclusion is: how to apply this theory in business? In business, it’s important to engage in predictive analytics, predict the expenses of marketing campaigns, the result of releasing a new product. The same principle that works in modern science applies: approximation, modeling the situation, considering as many parameters as possible.

The more parameters we consider, the more accurate the prediction over a short period of time. Time is one of the variables. The shorter the time period, the easier it is to predict. Any change, even by a millimeter, as in the n-body problem, affects the system.

For example, a shift in the orbit of Venus or Mercury by a millimeter over billions of years leads to the intersection of planetary orbits, collision, a change in the solar system. One millimeter on a cosmic scale is incredible.

In business, such a millimeter could be an employee resignation, stock movement, the emergence of artificial intelligence, a new program, the illness of a manager – anything at all. It’s impossible to predict with accuracy.

“It may happen that small differences in the initial conditions produce very great ones in the final phenomena.” – Henri Poincaré, mathematician & chaos theory pioneer

What to do? A systems approach and analysis, which I actively talk about, helps. Systems analysis involves considering many variables when describing a system. This is what’s needed. It’s impossible to account for all variables; they are dynamic, constantly changing, there are more than can be described, and at each moment, a new system appears.

Plus, they are unknown and cannot be known because there are billions of people on Earth, each of whom can indirectly or directly affect a business. It’s impossible to know everyone. You can only probabilistically assume a scenario.

Systems analysis allows for approximately accounting for a large number of known variables. If something is unknown, systems analysis methods allow for adding variables. I described this in the article on creating a list of objects and functions: The Power of Systems Thinking: How to See the Whole When Others See Parts, which are variables necessary when describing any system, including a business system.

Add More Variables

What we need to do is gather as many variables as possible that can affect a business and model it to account for these variables. How does this work?

When you create a business process diagram and go through the list of variables, you see that some are involved in the process, and some are not. Then you ask yourself: are they really not involved, or have I not considered them? Maybe I need to add a process that directly or indirectly affects the system.

“All models are wrong, but some are useful.” – George E. P. Box, statistician

An approach helps when you first consider the system in isolation and then as part of a subsidiary or parent system. When your system is a subsystem of something larger, new variables appear.

For example, any business operates in a jurisdiction. You can describe all business processes in a franchise book, from registration to purchasing goods, contracts with suppliers, their number. But when a franchise is sold to a foreign market, a variable appears – another country that changes the business landscape: from registration and conditions to the set of products available in that country.

Suppliers that were in another country may not be available. The book will have to be rewritten, considering new inputs. It’s impossible to view the business system as isolated, outside of jurisdiction; it won’t work.

Try to look at the picture not one-sidedly but in context.

I think that someday I’ll create a tool that will allow for clearly and predictably modeling a business, considering many variables, creating a map – a predictive model. You can run simulations: what will happen to the business over time if you change a variable, for example, launch a marketing campaign with such indicators, add a department or product.

This is what predictive data analytics is trying to do, but it’s not accurate enough yet and is only available to major players, as it requires a lot of money and resources.

There’s Still Unknown

The third conclusion: besides the obvious variables in any situation – business, relationships, health, happiness, all domains of life – there are variables that you cannot know and consider. The world is not black and white, not one-sided.

Our brain strives for a narrative where everything is either one way or another. But everything is more complex. We don’t live in a two-dimensional world where you can only move forward-backward, up-down. There are many more variables.

Don’t let this discourage you; let it inspire you. In your life, there are variables that you can find, that you can influence. Even a shift by a millimeter over the years will change life for the better beyond recognition. Look for these variables and be happy.

Let me finish with the beautiful quote from Karl Popper, philosopher of science:

“Optimism is a duty. The future is open. It is not predetermined. No one can predict it, except by chance. We all contribute to determining it by what we do.”

In the next article we will explore several frameworks that can help you to navigate within life and business environment and untangle a bit the Three-Body Problem.