The Power of Impossible Thinking: Transform the Business of Your Life and the Life of Your Business

by Yoram Jerry Wind, Colin Cook, Colin Crook

Book Overview

50,000 copies sold, now in paperback... If you can think impossible thoughts, then you can do impossible things!! The power of change: create new thinking for new solutions! Includes a new introduction demonstrating the power of impossible thinking, plus access to exclusive book summary and authors' interview at the book's companion Web site. The Power of Impossible Thinking is about getting better at making sense of what's going...

• Format: Paperback
• Language: English
• ISBN: 0131877283
• ISBN13: 9780131877283
• Release Date: January 2006
• Publisher: FT Press
• Length: 352 Pages
• Weight: 2.30 lbs.
• Dimensions: 0.8" x 6.1" x 9.1"

Customer Reviews

Highly Recommended!

This book provides an elementary introduction to the way the mind works, but it is an entirely practical introduction. Authors Yoram (Jerry) Wind and Colin Crook tell readers the basics of mental functioning in order to warn them about putting too much trust in what seems to be. What we see is, in fact, not reality but rather mental models that we ourselves construct. When we understand this, we begin to see why it is important to test our mental models continuously for relevance to reality, and to change them. The authors address the impact of mental models on everything from business to personal health, using strong case histories (such as Oprah Winfrey's life changing story) as illustrations. As a lagniappe, the publisher includes a CD with a brief summary of the book's main points.We recommend this straightforward exposition; it will help you think about how you think.

A Self Help Book With An MBA

Ok, I have to admit that the cover art and title kind of made me think this book was going to be some self help book authored by people about to catch the next space ship to a far and distant planet. Once I got past this internal bias I found that the book was very interesting, and that it in part helped me to figure out my initial reaction to the cover. I must say that the views this author takes and the way they tie in the business world with expanding and shifting individual thought patterns was very creative. I also came away surprised that some much of the book focused on the business world, again my bias thought this was a self help book. What is that saying about judging a book by its cover? The authors detail that it is a proven fact that most people see the world and each situation that they are involved in through a predetermined method that almost ensures a set outcome. The more I read the book the more I kept saying of course, that is why many difficult situations marked up to misunderstanding come about. People do not hear or see the world for what it is, only for what they think it is and what to see. This book teaches the reader that the ability to put aside preconceived thought patterns is what makes truly great leaders. To be able to see an opportunity where others have not is as much to do with how you interpret the incoming data as to the intelligence and creativity of the individual. Overall I found the book to be very interesting and powerful in its message. It was easy to read and engaging from the very first page. The authors message that what you see in any situation depends upon what you bring to the situation was eye opening. This book is great for getting you to think about making slight changes in your view of the world that will have significant dividends in your life.

We are what we think

To paraphrase Descartes: I think it is...therefore it is. I think it's not...therefore it isn't. Wind and Crook assert that a given opportunity is perceived to be either possible or impossible, depending upon one's mental model(s). In this brilliant book, they explain how to understand the power and limits of mental models; how to test the relevance of mental models against a changing environment, generate new models, and develop a "portfolio" of models; how to overcome inhibitors to change by reshaping infrastructure and the thinking of others; and finally, how to transform one's world by acting quickly upon the new models, continuously experimenting and applying a process by which to assess and then strengthen one's mental models. Long ago, Henry Ford observed: "Whether you think you can or think you can`t, you're right." I agree with Ford to an extent: Self-fulfilling prophecies are almost always based on a positive or negative attitude. Nonetheless, I am wrong if I think that I can defeat Tiger Woods in match play competition. Wind and Crook would insist, however, that with the proper mental model and lots of hard work, I could eventually become a much better golfer than I would otherwise be. They organize the material in this book as follows: Part 1: Recognize [and Understand] the Power and Limit of Mental Models Part 2: Keeping Your Mental Models Relevant Part 3: Transform Your World Part 4: Act Quickly and Effectively Conclusion: What You Think Is What You Do In the Appendix (The Neuroscience Behind Mental Models), one of the core concepts is that "reality is a story the brain and the world work out together." This is a variation on Lilly Tomlin's suggestion that reality is a "collective hunch." Wind and Crook are describing an on-going process which has four primary phases, each of which is examined in in one of the four Parts. The process is on-going in that, once the power and the limit(s) of mental models are fully understood, it is still necessary to ensure that one's own mental models remain relevant during efforts "dismantle the old order" while finding common ground "to bridge adaptive disconnects." At every appropriate opportunity, as Wind and Crook carefully explain, it is imperative to be able to respond quickly and effectively. In Chapter 10, they discuss intuition and explain how to develop and enhance its capabilities. (Pages 181-186) Their discussion of "creative leaps" reminds me of much of what Malcolm Gladwell has to say about intuition in Blink. If I understand all this (and I may not), Wind and Crook seem to agree with Gladwell that underdeveloped intuition is (at best) a "lucky hunch" whereas developed intuition enables us to utilize talent, training, and (most important of all) experience to make appropriate decisions when we suddenly find ourselves in a life-threatening situation and must react. In Chapter 11, Wind and Cook explain how three celebrity CEOs demonstrate in their respective lives and careers

Challenge Your Mental Models

Who says I am not capable of change? When I first say this book I was turned off by what I perceived as its "positive thinking power" approach. I am glad I did not stop there. A careful reading revealed the book to contain a systematic process which helps define the importance of mental models, assess their relevance and steps for action. The authors propose a four step process for assessing and changing your models. 1. Recognize the power and limits of mental models. 2. Test the relevance of your models against the changing environment, generate new models and develop an integrated portfolio. 3. Overcome change inhibitors by reshaping infrastructure and thinking. 4. Transform your world by quick action. Continuously experiment, assess and strengthen your models. This fourth point, the authors say, is accomplished by "zooming in" and "zooming out." Zooming in is a process that involves focusing of a situation's details without being over whelmed by them. The process includes these approaches: 1. Engage in rigorous analysis. Pay attention to outliers and inconsistencies. 2. Categorize and Prioritize. Categorize by similarity, common fate and continuation. 3. Avoid Paralysis caused by too broad a focus. Zooming out allows you to look at the big picture. It is accomplished by: 1. Recognizing the limits of your vision field. 2. Avoid Cognitive fixation. 3. Appreciate the context. 4. Create time for reflection. 5. Use many approaches. 6. Collaborate. The models you adopt shape your approach to life. The dot-bomb bubble provides interesting lessons, the authors say. 1. Understand your models. 2. Know when to change. Do not get swept away with fads. 3. Recognize that paradigm shifts are a two-way street. Old models have value in an e-commerce world. 4. Develop a new way to see and perceive. 5. Mine nuggets of sense from streams of complexity. 6. Experiment. 7. Bridge disconnects. 8. Examine your infrastructure. 9. Trust your intuition - but have the courage to challenge it. To change your world, you have to change your thinking. This book is a thoughtful, systematic approach expanding your personal and business opportunities.

Guaranteed to Unlock your Creative Powers!

Do you remember the book from the 1970's A WHACK ON THE SIDE OF THE HEAD : How You Can Be More Creative by Roger von Oech ? Would you like something similar, more modern and perhaps even better? Well, Professor Jerry Wind of the Marketing Department at the Wharton School has put together a terrific, engaging book to help entrepreneurs, business managers, and just any person looking for methods to leap beyond his/her normal way of thinking into practical, results driven ways of viewing the ordinary. Professor Wind tells us how people get stuck in 'models' of perception and what they need are new ways of seeing things. He points out the extraordinary capabilities we have of 'reframing' our viewpoints and by very simple means, come up with problem solving, revenue enhancing methods of dealing with the mundane. If you are like me, in a business at the cutting edge of technology, needing to use any ideas that come up as potentially applicable, then you will certainly love this book. Let's put it this way, I went through the whole book one time and immediately started to re-read it all over again, page by page, with a highlighter in one hand and a notebook in the other. This is what can be called a 'handbook' for the 21st century visionary. You will want to bring it with you wherever you go, just for the opportunity of finding yet another gem of wisdom, so conveniently found in paragraph after paragraph.