To paraphrase Descartes:
I think it is...therefore it is.
I think it’s not...therefore it isn’t.
Wind, Crook, and Gunther assert that a given opportunity is perceived to be either possible or impossible, depending upon one’s mental model(s). In this 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.” Self-fulfilling prophecies as Ford mentions are almost always based on a positive or negative attitude. Nonetheless Talent does play a role in the outcome of any situation. Wind and Crook would insist, however, that with the proper mental model and lots of hard work, anyone could improve.
The authors organize the material in this book as follows:
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 Lily Tomlin’s suggestion that reality is a “collective hunch.” Wind, Crook, and Gunther are describing an on-going process that has four primary phases, each of which is examined 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, Crook, and Gunther 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. Wind, Crook, and Gunther 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 “the power of impossible thinking.” Howard Schultz formulated new concepts of coffee as a beverage and café as a social environment within which to consume it. Under his leadership, Starbucks continues with rigorous experimentation that challenges its business model (based on Schultz’s mental models), constantly trying to “stretch beyond the possible.” The Oprah Winfrey Show is a prime example of “impossible thinking” in that Winfrey formulated a new mental model: She would interact with her audience as personal friends. The dialog was deliberately self-revealing as she discussed her own challenges and experiences, especially those that were personally unpleasant, at times deeply hurtful. “She adopted a goal to ‘transform people’s lives.’ She changed the ways people thought about talk shows and about their own lives–in effect, challenging their mental models.” With regard to Andy Grove, former chairman and CEO of Intel, led and managed a huge global enterprise by preparing it for what he characterized as strategic inflection points: each reveals “a mental map of the New World.”
As Wind and Crook explain, all three recognized the influence of childhood, education, and early work in shaping their mental models; kept their models relevant; made things happen by transforming the world around them; and acted quickly and effectively.
Wind and Crook reiterate their key points in the Conclusion. Here are three:
In response to these three points, presumably Henry Ford would suggest, “Whether you think you can or think you can’t gain the power of impossible thinking, you’re right.” Wind and Crook disagree. Although the Model T was indeed a product of Ford’s “impossible thinking” in 1908, newer and better mental models have produced newer and better automobiles each year since. In all other industries, newer and better mental models continue to produce newer and better products. After absorbing and digesting the material in this book, many readers will then begin some impossible thinking about the business of their lives and the life of their businesses. The readers are strongly encouraged to take full advantage of the CD-ROM that accompanies the book. It consists of an audio summary and an interview with the authors.
And perhaps more intellectually adventuresome readers will also do some impossible thinking about impossible thinking...then share it with Yoram (Jerry) Wind and Colin Crook.
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