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.

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.

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.

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

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

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.

See Displayed thinking.

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

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.

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.