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To change the way you do business, change the way you think about business. InThe Power of Impossible Thinking(Wharton School Publishing, $16.99), Wharton School professor Jerry Wind and former Citibank CTO Colin Crook draw on neuroscience research to show how the mental models you bring to your business can either give you an edge or hamstring your every initiative. They describe many examples of this force in action, including how Howard Schultz was able to build Starbucks after he obtained a new mental model of coffee retailing by observing European coffee bars.
Start working on your mental models by realizing they exist and influence your behavior and business. Try to identify a few, and test them against objectively verifiable reality. If they fit, fine. Otherwise, draw up new ones that do. Next, try them out, and persuade others in your organization to do the same. Then modify as necessary, and repeat.
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