CONTENTS

Instructions for use

HOW TO IMPROVE YOURSELF

The Eisenhower matrix: How to work more efficiently

The SWOT analysis: How to find the right solution

The BCG box: How to evaluate costs and benefits

The project portfolio matrix: How to maintain an overview

The feedback analysis: How you can learn to evaluate your own work

The John Whitmore model: Am I pursuing the right goal?

The rubber band model: How to deal with a dilemma

The feedback box: Dealing with other people’s compliments and criticisms

The Yes/No rule: How to make a decision quickly

The choice overload: Why you should limit your options

The gap-in-the-market model: How to recognize a bankable idea

The morphological box and SCAMPER: Why you have to be structured to be creative

The gift model: How much to spend on presents

Thinking outside the box: How to come up with brilliant ideas

The consequences model: Why it is important to make decisions promptly

The theory of unconscious thinking: How to make decisions intuitively

The Stop Rule: When you should rethink a decision

The buyer’s decision model: How to buy a car

HOW TO UNDERSTAND YOURSELF BETTER

The flow model: What makes you happy?

The Johari window: What others know about you

The cognitive dissonance model: Why people smoke when they know it’s unhealthy

The unimaginable model: What do you believe in that you cannot prove?

The Uffe Elbæk model: How to get to know yourself

The energy model: Are you living in the here and now?

The political compass: What political parties stand for

The personal performance model: How to recognize whether you should change your job

The making-of model: To determine your future, first understand your past

The personal potential trap: Why it is better not to expect anything

The hard choice model: The four approaches to decision-making

Cognitive bias: The four mistakes we make in our thinking

The crossroads model: So, what next?

HOW TO UNDERSTAND OTHERS BETTER

The Rumsfeld matrix: How to analyze risks more effectively

The Swiss cheese model: How mistakes happen

The Maslow pyramids: What you actually need, what you actually want

The Sinus Milieu and Bourdieu models: Where you belong

The double-loop learning model: How to learn from your mistakes

The AI model: What kind of discussion type are you?

The Pareto principle: Why 80 percent of the output is achieved with 20 percent of the input

The long-tail model: How the internet is transforming the economy

The conflict resolution model: How to resolve a conflict elegantly

The black swan model: Why your experiences don’t make you any wiser

The chasm – the diffusion model: Why everybody had an iPod

The black box model: Why faith is replacing knowledge

The prisoner’s dilemma: When is it worth trusting someone?

HOW TO IMPROVE OTHERS

The team model: Is your team up to the job?

The Hersey–Blanchard model (situational leadership): How to successfully manage your employees

The role-playing model (Belbin & de Bono): How to change your own point of view

The result optimization model: Why the printer always breaks down just before a deadline

The project management triangle: Why perfection is impossible

The Drexler/Sibbet team performance model: How to turn a group into a team

The expectations model: What to consider when choosing a partner

How will we decide in the future? by Karen Frick

NOW IT’S YOUR TURN

Drawing lesson

Model lesson

My models

Bibliography

Thanks

Final note

The authors