A contemporary organization is becoming more and more complex and dynamic. Managing such an organization often requires new solutions in order to face the fast-expanding comprehensiveness in economy, politics and private life. Understanding complex connections between the elements of a system can remedy this situation. Therefore, when planning and making decisions a lot of factors should be taken into consideration and their interdependencies should be seen. Know-why methodology, thanks to which systems, their parts and interdependencies between these parts can be examined, may be used to understand the individual situation of a given organization. The central point of know-why methodology concerns presenting mutual interactions between factors in the form of a connections network. Such visualization enables scrutinizing these connections, analyzing them and conducting a simulation of their future state. Know-why thinking lets one recognize and diagnose key factors of success and explains, in a metasystemic way, what distinguishes and characterizes an efficient system. The efficient system model in the know-why methodology is the belief that in the process of evolution the system which attains success is the one which adapts in the longer period to its environment (integrates) but it also, for a longer or shorter time, changes together with the environment or in relation to competition (develops) (Neumann, 2008, p.15). Thus, an efficient organization finds itself in equilibrium between integration and development for a longer period. Such a way of thinking can be represented graphically by means of so-called space of events (larger parameter space), which R. Thom was using in his catastrophe theory (Thom, 1989, p.35). When presenting the know-why thinking by means of a wave one can investigate in which 'place' on the wave a given situation is presently 'located' and whether or not effective integration and development are occurring in this case. The organization's development can be looked at through the prism of hard or soft factors. Standardization protects an organization from falling from the wave to the right over its crest and organizational culture, which gives a certain extent of freedom, makes the organization develop itself or move up towards the wave's peak. Development should therefore be of a dual nature otherwise there is a threat of catastrophe (Neumann, 2012, p.144). Integration within an organization through values, ideals and primary goals can be an alternative for standardization. Factors which significantly influence the functioning of an organization were also shown through a network of connections. It is possible to observe within the network that the ability to think independently, effective communication channels, creativity, motivation and team work are vital factors which can be shaped through adequate management quality, suitable attitudes of employees and utilization of IT tools. It is clearly visible on the picture in the network that the mutual interaction of factors such as strategic transparency, Corporate Identity, team work, flat organizational hierarchy as well as understanding and support influence the shaping of a successful organization. Organizational culture which accepts mistakes and an afterthought concerning connections and mutual interactions between key factors of organizational success also influence prosperity of an organization. The network also includes employee motivation as an important factor contributing to the organization's success. Motivation conditioned by the vast range of emotions that work brings with itself is very effective and crucial for a large number of employees. There are negative feelings of overload, suppression and uncertainty and positive feelings of safety and joy connected with the possibility of influencing the shape of emergent situation and with accomplishing goals. Thus, the sensation of integration and development appears or lack of thereof is felt. It is worthwhile to observe d analyze the situation to see where on the wave a given employee is located and whether in this case effective integration and development are taking place or if rather, due to long lasting imbalance, he or she is feeling overloaded, isolated and tense. While climbing up the wave's peak workers can fulfill their need for experiencing integration and development. Every feeling known to man can be subjected either to the need of integration or the need of development. The criteria however, thanks to which people can experience these emotions are very individualistic. It is hard to determine what is finally going to work - the only thing that can be done is creating appropriate possibilities for sensing integration and development. There are some organizations which can keep the balance between integration and development and there are others where imbalance occurs as their organizational culture unilaterally supports only development or integration. When employees do not get integrated and do not improve themselves in organizations for a long time they start looking for the feeling of integration and development in their private lives.
