GLOSSARY

The definitions in this glossary are intended to provide a working understanding of the terms used in this book. They are not precise, technical definitions.

Analytical thinking:

A narrowing-down activity that draws upon know facts and principles to arrive at a conclusion.

Brainpower:

The sum of the individual intellectual capital within an organization. Properly harnessed, it can be an effective strategic weapon, a competitive edge.

Common insight:

The contribution of new ideas stimulated by the ideas of others, then blended into a concrete solution.

Computing mind:

Assumes the logical, left-brained brain functions such as sequential patterning, systematic application, and linear execution.

Conversation of possibilities:

The situation that occurs when you are searching for new ideas, creatively thinking, or solving problems.

Conversation of realities:

The situation that occurs when you are logically evaluating ideas, narrowing in on workable solutions, and carrying out risk analysis.

Corpus callosum:

A massive bundle of nerves, containing some 200 million fibers. Also called the "chief communicator," because it connects the two hemispheres of the brain.

Creative thinking:

An expanding activity that takes what we already know and combines it into new relationships and therefore into new images, ideas, or solutions.

Displayed thinking:

A highly interactive, visual process that combines both creative and analytical thinking. It was originated by Leonardo da Vinci and popularized by Walt Disney. Also known as storyboarding.

Effective thinking:

Group thinking that combines both creative and analytical thinking to produce the most effective answer, not just the right one.

Five-sensing:

A sensory-based experience that uses impressions obtained through the five senses. It consists of the ability to perceive something or someone through our sight, hearing, taste, smell, or touch, resulting in a richer, fuller understanding.

Gridlock thinking:

A jam in the flow of thought. Essentially ideas are frozen and movement is constricted in all directions.

Idearial arcticosis:

A situation in which hardened ideas lie frozen in the minds of your people.

Left brain hemisphere:

The hemisphere that demonstrates logic, analysis, and language skills, as well as more serious, rational, and linear thought patterns.

Limit releasing:

A process that allows creative ideas to emerge without limiting the flow or criticizing the ideas.

Meeting:

A gathering of individuals such as a retreat, task force, think tank, committee, focus group, conference, or convention.

Mindfulness:

The ability to be open to new categories and ways of interpreting information and to be aware of more than one perspective.

Mindlessness:

A state of being trapped in rigid thinking, restricted to one use of information and unable to think about options.

Opportunistic visioning:

The ability to see new patterns such as uses for failed ideas; the ability to see opportunities in unexpected events.

Point-to-point thinking:

A state in which one thought directly follows another in a logical order.

Right brain hemisphere:

The hemisphere that demonstrates creativity, spontaneity, and random thought patterns.

Roomatoid meetingitis:

A situation in which brilliant ideas never get beyond the meeting room.

Storyboarding:

See Displayed thinking.

Strategic humor:

The purposeful use of humor to break through gridlock thinking, build teams, and motivate creative thinking.

Stuckness:

A "don't buck the system" attitude cemented into the corporate pillars of many organizations.

Thunder courage:

The ability to go to the core of a situation and transform it now.

Thunder Meter:

A rating from 0 to 100 assessing the Thunderbolt Power within your organization. The meter consists of: 0-10, Humming; 11-30, Crackling; 31-50, Charging; 51-80, Electrifying; 81-100, Thunderbolting.

Thunder wondering:

An incubation period of raw ideas that allows your inspiration to cook up new solutions.

Thunderbolt outcomes:

The results of a transformed meeting, consisting of outcomes that directly relate to the business's goals and needs and enhance the organization's performance.

Thunderbolt thinking:

Flashes of insight that keep you from getting stuck, refreshing and recharging your thinking.

Thunderbolt Thinking Model:

A matrix with three components: WHAT you need to think about, five how-to steps on HOW you think, and five aspects of Thunderbolt SPIRIT.

Thunderbolting:

The situation when the group is exploding, flashing, and producing extraordinary Thunderbolt outcomes; passion and commitment are evident among the entire group.

Tools for thinking:

"Toys" that are purposely used in a meeting to turbocharge the environment.

Whole-brain thinking:

The process by which the brain absorbs, stores, and recalls materials more efficiently in pictures, images, and events than it does in words.