Building on knowledge of "mental models" reinforced by the latest neuroscience research, the authors—Wharton School Professor Jerry Wind and Colin Crook, former chief technology officer of Citibank—provide a systematic and practical process for recognizing, challenging and changing the mental models that limit or expand thinking and action.

"What you see is what you think," say the authors. "The ability to see the world differently can create significant opportunities, as companies such as Southwest Airlines, FedEx, Charles Schwab and others have demonstrated."

Comprised of four sections, the book is filled with groundbreaking case studies and real-world examples—from British runner Roger Bannister's shattering of the 4-minute mile to Andy Grove, who changed his company and computing; from the "now what?" introduction of Segway to G.W. Bush's use of "evil" in a critical speech and its impact on the cultures of the Middle East. The authors build their case page by page, coaching the reader to decipher their own mental models and transform thinking along the way. Questions at the end of each chapter help readers to analyze their own understanding of mental models.

In the end, What you think is what you do. "When you face a new decision or new challenge," the authors advise, "step back a moment and consider whether you have the right model for it."

• Recognize how current models limit or expand your scope of actions. How to avoid missing opportunities.
• Know when to shift horses Updating models to fit the current environment. Deciding if a new model will work better. Risks of implementing it.
• Recognize that paradigm shifts are a two-way street. Old models that might be applied to your current challenge.
• See a new way of seeing. Finding new models. The people and the situations that will expand your set of models.
• Zoom in and out to make sense of complexity. If overwhelmed by data and information, practice zooming out so you can see the forest for the trees. If too far back from a problem, zoom in to examine the details before coming back to the big picture.
• Engage in experiments. Hypotheses suggested by new mental models and how to design experiments to test them.

Finally, the authors show how to access models quickly through intuition, and help readers assess the effectiveness of any mental model. The Power of Impossible Thinking delivers the power to change lives. It's the first hands-on guide to enhancing one's mental models: the key to breakthrough success in business—and in life.