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Productive Thinking Fundamentals

Participant Workbook
 “The unexpected connection is more
powerful than one that is obvious.”
Heraclitus, 6th century B.C.E.

© 2012 ThinkX Intellectual Capital IP Inc. i

Productive Thinking Workbook

Respecting our sources

Throughout this workbook, you will notice that we have tried to acknowledge the people whose pioneering
research made the development of the Productive Thinking Model possible. We have made every effort to
identify and credit our sources. If you are aware of a source we’ve overlooked, please let us know so we can
correct any errors or omissions in our next printing.

This workbook is for your personal use only as part of a program conducted by ThinkX or by one of our
licensed practitioners.

The materials, processes, and tools contained herein are provided on the condition that they shall not be
lent, sold, hired out, or otherwise circulated without the copyright owner’s prior written consent.

This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part in
any form or by any means, electronic, mechanical, xerographic, recording, or otherwise, without the prior
written permission of ThinkX Intellectual Capital IP Inc.

The sole exception to the prohibition against reproduction is the Galeforce instrument located in the back of
this workbook. You may photocopy these sheets for your personal use only, provided the copyright notice
on each page remains intact.

The Productive Thinking Model, the Galeforce instrument, and their related tools are copyright© ThinkX
Intellectual Capital IP Inc.

If you would like further information on our workshops, labs, keynote speeches, lunch-and-learns,
practitioner licensing, or distribution agreements, please contact us.

This workbook is published by:

ThinkX Intellectual Capital IP Inc.

www.thinkxic.com

ii © 2012 ThinkX Intellectual Capital IP Inc.

Productive Thinking Workbook

Welcome!
Welcome to ThinkX Productive Thinking. We at ThinkX believe that your most important intellectual resource
is your capacity for productive thinking. Whether in your business or personal life, the better you can think,
evaluate, and apply your ideas, the more successful you will be. By developing your productive thinking
skills, you will exponentially increase your personal and professional effectiveness.

We believe that everyone has the capacity to increase their productive thinking skills. No matter what your
starting point, you can learn how to generate better ideas, evaluate them more rigorously, and put them
into practice more effectively. Most of the people who have attended this program have been amazed at the
wealth of their own untapped thinking resources.

Productive thinking is as much a mindset as it is a set of skills. In a very real sense, your attitude about
productive thinking will be self-fulfilling. As Henry Ford once said, “Whether you think you can, or think you
can’t, you are right.” The productive thinking attitude is that there is always a way out, always a way
through, that nothing is fixed or fore-ordained. It’s an attitude of limitless possibility. But it’s not just wishful
thinking. The productive thinking mindset is also one of personal responsiblity. As powerful as productive
thinking is, it’s also hard work. The more skillful you become at it, the more natural it becomes, but learning
and developing that skill takes time. As with any skill, you need to practice it in order to perfect it. That’s
true in every realm of human endeavor — whether sports, the arts, the sciences, or the ability to think
productively. To truly embed your skills, we encourage you to use the Productive Thinking Process in both
your personal and professional life as much as possible. You will get better at it every time you do so. We’ll
also be offering you additional ways of developing and sharpening your new skills in the weeks and months
following this program.

So welcome to the ThinkX Productive Thinking Fundamentals workshop. We know you will benefit from the
concepts and tools you will learn today, and we hope you will continue to share you progress with the
thousands of people whose work and lives have been transformed by this new way of thinking.

© 2012 ThinkX Intellectual Capital IP Inc. 1

Productive Thinking Workbook

Creative and Critical Thinking

Research has shown that in trying to solve problems or create new approaches, human beings use two
distinct modes of thinking: creative thinking, which generates many possibilities and tends to jump quickly
from idea to idea, and critical thinking, which assesses ideas and seeks to focus on those that may provide
value.

Productive thinking combines and balances these two distinct thinking modes — creative thinking, aimed at
producing as many new ideas as possible, and critical thinking, aimed at selecting and developing ideas with
the most promise.

Creative thinking Critical thinking

Creative thinking makes lists. It is a process in Critical thinking makes choices. It is an
which we think in many different directions — evaluative process in which we focus our
about a problem, its possible causes, possible thoughts and narrow the scope of what we are
futures, and so on. Children are expert creative looking at — we assess quality, compare
thinkers, moving rapidly from one subject to alternatives, sift out the irrelevant, and make
another, often more quickly than adults find judgments. Whenever we deliberately choose
comfortable or even comprehensible. one thing over another we are using critical
thinking.
Creative thinking is:
• Declarative Critical thinking is:
• Non-judgmental • Analytical
• Expansive • Judgmental
• Focusing
Creative thinking is about making lists.
Critical thinking is about making choices.
One of the best examples of generative thinking
in adults is when we daydream, or in those In critical thinking we often match our ideas
twilight moments just before we drift off to against a set of criteria, against our values, or
sleep, when the mind is relaxed and flits from simply against our sense of what feels right in
thought to thought, often without landing on order to evaluate how appropriate an idea or an
any single one. If you’re like most people, you’ve action might be. In our roles as parents and
probably had some of your most brilliant managers we often exercise our critical thinking
thoughts during these times. You’ve probably skills.
also forgotten just about every one of them.

2 © 2012 ThinkX Intellectual Capital IP Inc.

Productive Thinking Workbook

The Overarching Productive Thinking Principle

Both creative and critical thinking are essential to thinking productively. Creative thinking allows us to
expand on options; critical thinking allows us to focus on decisions. Without awareness and training, most
people tend to do their creative and critical thinking at the same time. And that’s a problem. It’s like trying
to drive a car with one foot on the gas and one foot on the brake. You don’t get anywhere, and you’ll burn
something out in the process.

Think of all the times in your personal or business life when someone has come up with an idea and others
have said “Oh, no, that’ll cost too much,” or “The boss won’t go for it,” or “If it’s such a good idea, why
hasn’t anyone thought of it before?” or “What we’ve got works just fine,” or “That’s not our job.” Think of
the times in your life when both the person thinking the new thought and the person judging it were one
and the same — maybe even you!

Separate Your Thinking

The overarching principle for productive thinking is to separate these two modes of thinking. First, think
creatively in order to generate as may options as possible. Then think critically to evaluate and select the best
options to pursue. It sounds simple, but it can be very difficult to do.

You’ll see in the material that follows, that each step of the ThinkX Productive Thinking Model uses both
creative and critical phases and that each step makes a clear distinction between the two phases.

Both creative thinking and critical thinking have guidelines that can help you stay on track. The better you
become at applying these principles, the more productive your thinking will be.

Creative thinking guidelines Critical thinking guidelines

Use these guidelines as you make your lists Use these guidelines as you make your choices

Defer judgment. This doesn't mean Define success. Establish the criteria against
eliminating judgment, just waiting until the which to measure your ideas.
appropriate time. Give ideas a chance.
Unpack ideas. Analyze them to understand
Build on ideas. Create more ideas by adding their principles, themes, and implications.
slight twists and variations.
Evaluate. Measure your ideas against the
Seek wild ideas. It’s easier to tame a wild success criteria you have chosen.
idea than to invigorate a dull one.
Judge generatively. Avoid binary (yes/no)
Go for quantity. Stretch: set a target of 30 evaluations. Look for ways to improve your ideas
itches, criteria, questions, ideas — whatever as you evaluate them.
you're working on. Then go for more.

© 2012 ThinkX Intellectual Capital IP Inc. 3

 “The problem is never how to get
new, innovative thoughts into your
mind, but how to get old ones out.
Every mind is a building full of
archaic furniture. Clean out a corner
of your mind and creativity will
instantly fill it.”
Dee Hock, Founder, VISA

© 2012 ThinkX Intellectual Capital IP Inc. 9

 “The best way to have good ideas is
to have lots of ideas — and throw
away the bad ones.”
Linus Pauling, Nobel Prize winner,
Chemistry (1954) and Peace (1962)

12 © 2012 ThinkX Intellectual Capital IP Inc.

Facilitator Sourcebook

The ThinkX Productive Thinking Model

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© 2011 ThinkX Intellectual Capital IP Inc. 4

Productive Thinking Workbook

What’s Going On? Establish context for action

Make Lists Make Choices
• Generate a list of itches and impacts • Cluster to create constellation of issues
• Explore Knows and Wonders • Select key Knows and Wonders
• Generate a list of stakeholders • Select key stakeholders
• Generate a list of target futures • Select most compelling target future

What’s Success? Create future pull

Make Lists Make Choices
• Imagine desired future • Focus on most compelling aspects
• Generate success criteria • Select key success criteria

What’s the Question? Reveal the Catalytic Question

Make Lists Make Choices
• Generate problem questions that restate • Select most provocative, promising,
Target Future, Success Criteria, and other compelling, energizing, catalytic questions
lists
• Generate questions that restate barriers
• Generate additional compelling problem
questions

Generate Answers Explore solution alternatives

Make Lists Make Choices
• Generate rational and irrational answers • Select most interesting, promising,
• Generate combinations of answers provocative, intriguing, energizing ideas
based on your criteria for success

Forge the Solution Stress test ideas

Make Lists Make Choices
• Generate positives • Evaluate against success criteria
• Generate objections • Refine and focus POWERed up solution
• Explore what else might be useful
• Enhance positives
• Remedy objections

Align Resources Prepare for action

Make Lists Make Choices
• Generate a list of actions • Select, prioritize, sequence key actions
• Generate a list of resources • Assign responsibilities
• Generate a list of responsibilities • Establish targets
• Clarify measures of success

14 © 2012 ThinkX Intellectual Capital IP Inc.

Productive Thinking Tools

High Five
High Five is an idea tool to use in What’s Going On?. You can’t generate effective solutions to problems you
don’t see clearly. Like a baseball batter with great power, but not a great eye, the strongest swing won’t do
much good, unless you connect your bat with the ball. The High Five tool prompts you to answer five
essential questions you need to know about your issue to get a good handle on what’s really going on.

Timing: 60-120 minutes

Hold your hand up as though you were giving someone the high
five. Imagine each of your fingers as a letter “i”, and the shape
created by your thumb and forefinger as the letter “v”. These four
“i”s and a “v” stand for the key questions you need to ask:
• What’s the Itch?
• What’s the Impact?
• What’s the Information?
• Who’s Involved?
• What’s your Vision? This is your Target Future.

For each question, first use creative thinking to generate a long list
of answers, then use critical thinking to select those that are most significant. Answering these questions
will give you a better chance of truly understanding your challenge.

What’s the What’s the What’s the Who’s What’s the

Itch? Impact? Information? Involved? Vision?
• What’s wrong? • How does your • How does the • Who influences • It would be great
• What needs itch affect you? itch manifest? or causes the if...
fixing? • How does it • What causes it? itch? • I wish...
• What could be make you feel? • What does it • Who is affected • If only...
better? • What concerns cost? by it (positively
• What’s out of you about it? • Who else suffers or negatively)?
balance? • Why is it from it; what did • Who is
• What else? important to they do? advantaged or
you? • What do you disadvantaged if
• Why did you wonder about things stay the
choose it? the itch? same (and how)?
• How would • What do you • Who is
things be need to confirm, advantaged or
different if it find out? disadvantaged if
were resolved? • What else? things change
• What else? (and how)?
• What else?

High Five was developed by Tim Hurson, Think Better, McGraw Hill 2008.

16 © 2012 ThinkX Intellectual Capital IP Inc.

Productive Thinking Tools

KnoWonder
KnoWonder is a simple tool for analyzing issues, concepts, or conditions. The intent is to ask what is known
and yet to be known about the thing being examined. It lets you quickly and easily generate useful
perspectives on any issue you might want to explore. It can be used in any step of the Productive Thinking
Process, and it can be a great stand-alone tool whenever you need to increase the scope of your
understanding of an issue.

KnoWonder is particularly useful for examining Itch statements in What’s Going On?. It is also an
outstanding way to cap off any step in the Productive Thinking Process, allowing you to evaluate how you
are doing before moving on to the next step.

Timing: 15-45 minutes

Know Wonder

Take a large sheet of paper, the bigger the better. Flip chart paper is ideal. Draw a vertical line down the
center, dividing the sheet in half. At the top, label the left half “Know” and the right half “Wonder”.

Start with the left half, and list all the things you know about your Itch. If you run out of ideas, cue yourself
by asking specific questions:
• What resources are involved?
• What might be causing the situation?
• Why does it exist at all?
• What might be perpetuating it?
• Do other people or organizations experience similar itches? Who? Why? How have they responded to it?
• Are there people or organizations who don’t experience similar itches? Why might that be?
• Have you ever attempted to resolve the itch before? What have you tried? What have others tried? What
happened? What worked? What didn’t? What obstacles got in the way of resolution?

When you run out of steam listing what you know, move to the Wonder side of the sheet. What do you
wonder about the itch and the situation surrounding it? List all the things you don’t know, but would like
to. Be as exhaustive as you can. Don’t judge any wonders out of existence.

KnoWonder makes your thinking visible. Not only can you see your output, but you can compare it with the
thinking and perspectives of others. A powerful application of KnoWonder in groups is to reveal where
people in work teams agree and differ on the “facts” around an issue.

Developed by Tim Hurson, Think Better, McGraw Hill 2008.

© 2012 ThinkX Intellectual Capital IP Inc. 17

Productive Thinking Tools

I3
I3 stands for Influence, Importance, and Imagination. It is an excellent critical thinking tool for helping
evaluate whether a problem or opportunity is appropriate for you or your group to address. Use it in What’s
Going On?

Timing: 15-30 minutes

I3 consists of three simple questions:
• Do you (or your group) have Influence over the challenge? If the challenge is something completely out
of your control or authority, you may not want to spin your wheels on it.
• Is the challenge of Importance to you (or your group)? Are you motivated to address it, and will you have
the energy to carry your solution through?
• Does the challenge require Imagination? Will it be served by new thinking or an innovative solution? If
the challenge is effectively addressed with an off-the-shelf solution, you may simply want to go to the
shelf. But if you can improve on an existing solution, by all means go for it.

If you can answer “yes” to all three of these questions, you will probably benefit by applying the ThinkX
Productive Thinking Model. If your answer to any of these questions is “no”, you may want to think about
Imagination
Importance
Influence

NO NO NO Don’t waste your time.

NO YES YES Find something you can do something about.

YES NO YES Find something you care about.

YES YES NO Is there an off-the-shelf or best-practice solution available?

YES YES YES Go for it!

either redefining your challenge in a way that does meet the I3 criteria, or perhaps working on a different
challenge.

18 © 2012 ThinkX Intellectual Capital IP Inc.

Productive Thinking Tools

C-4
C-4 stands for for Cull, Combine/Cluster, Clarify, and Choose. C-4 is an excellent convergence tool for
narrowing down many options into a manageable number.

Timing: 30-120 minutes

Cull
• Select two or three people to cull the list of wild ideas that you might be tempted to dismiss. Any idea
you think may be too far out to make your final cut should go into this “What were we thinking?”
cluster.
• Everyone else should move on to the next section, Cluster and Combine.
• While everyone else is clustering, those working on the wild ideas conduct a What’s UP? analysis on them
— this is done by looking at each idea and asking, “What is the Underlying Principle behind this idea?”
Once the UP has been identified and labeled, the wild ideas can move into the general cluster exercise.

Combine/Cluster
• Create groups or categories of similar ideas with no more than 4-6 ideas per cluster.
• Eliminate duplicates.
• Combine similar ideas to form single ideas.
• You may find a single idea fits into more than one cluster. If so, duplicate the post-it and place the idea in
each appropriate cluster.
• You may find that a single idea cannot be clustered with any others because it is unique. If the idea
seems useful, put it alone in its own cluster.
• Label each cluster with a name that summarizes its essence, but which is specific enough to be useful.
For example, a cluster called “Communication” may be too broad to be useful. You may want to have
separate clusters for “Internal Communication” and “External Communication.”

Clarify
• Restate the essence of each cluster as a single idea.
• If a cluster is too broad, break it up so that each represents a single idea.

Choose
• Evaluate each of your restated ideas against your success criteria. Which ideas resonate most? Which are
most interesting or compelling? Which seem most worth pursuing?
• Select three to five of these ideas for further analysis and development.

C-4 is inspired by the work of Roger Firestein and Don Treffinger (Journal of Creative Behavior vol 17, no 1, 1983);
Revised and updated by ThinkX Intellectual Capital Inc., 2006.

© 2012 ThinkX Intellectual Capital IP Inc. 19

Productive Thinking Tools

DRIVE
DRIVE is a powerful tool for determining success criteria in What’s Success?.

Timing: 30-60 minutes

D R I V E
DO (Desired Risk: Investment: Values: Essential
Outcomes): List the List your not-to- List the values Outcomes:
List the outcomes you exceeds for all your solution List the
outcomes you don’t want your your resources must represent measurables or
want your solution to bring functional specs
solution to about your solution must
achieve meet

Make a table with five columns labeled D - R - I - V - E. List as many statements as possible for each row.

In creating your lists, incorporate not only your own perspectives, but also those of your key stakeholders.
Once you have filled the table, choose the success criteria that are most important to you.

Desired Outcomes R isks Investment Values Essential

• What do you • What must your • What resources • What values will Outcomes
want to do? outcome not are you you live by as • What are the
• What outcomes do? prepared to you tackle this non-negotiable
do you want to • What changes allocate (time, challenge? elements of
achieve? or impacts must money, energy, success?
• What must be you avoid? human)? • What must be
accomplished? • What are your accomplished in
• What do you not-to-exceeds? order for you to
want to consider the
happen? result a success?
• What specific
targets
absolutely must
be achieved?

DRIVE was developed by Tim Hurson, Think Better, McGraw Hill 2008.

20 © 2012 ThinkX Intellectual Capital IP Inc.

Productive Thinking Tools

Excursions
Excursions are a way to help people see the challenge from a variety of different points of view. As the
name implies, Excursions are actually trips outside the conventional way of looking at an issue. These trips
can be real (as in a visit to a museum) or imaginary (as in a visualization or guided imagery exercise).
Excursions can be useful for imagining the future in What’s Success?, generating questions in What’s the
Question?, listing ideas in Generating Answers, and defining action steps in Aligning Resources.

Timing: 45 minutes to all day!

Focus on the challenge at hand, then try one or more of the following:

• Imagine yourself as a part of the challenge or process you are dealing with. For example, Jonas Salk used
to picture himself as a virus or a cancer cell to get a better sense of the problems he was trying to solve.
Depending on the challenge you are exploring, you might imagine yourself as a package on a store shelf,
as a part in an automobile engine, as an email moving through the Internet, as a child’s toy.

• Imagine the environment in which the challenge exists. For example, if you are dealing with a
labor/management communication problem, imagine yourself on the shop floor. Hear the noise of the
machines, smell the smells, feel the temperature. Then imagine yourself in the executive suite. How might
the differences affect your challenge? How might they influence ideas for solution or action? If you are
exploring a new product, imagine the environment in which it will be used — a kitchen, a bathroom, a
child’s bedroom, the inside of a car.

• Take actual excursions. Go to a museum, a factory, a playground, an airport, a construction site, a

supermarket, a bicycle store. Take a walk in the park, a ride on public transportation, a trip to the mall.
The place you go need not be related to your challenge. In fact, often the further removed from your
challenge the better. Almost anything can stimulate your thinking about the problem at hand. How might
children climbing monkey bars stimulate your thinking? How might a box of Jell-O pudding? A checkout
counter? A hard hat? A painting by Monet? The sound of the closing doors on a bus?

To get the most out of excursions, take the time to write your observations, thoughts, feelings, and
questions in a journal (see the Journaling tool).

Excursions is based on the work of W.J.J. Gordon (Synectics) and Horst Geschka (Methods and Organization of Idea
Finding in Industry).

© 2012 ThinkX Intellectual Capital IP Inc. 21

Productive Thinking Tools

Forced Connections
Forced Connections is a useful tool to list unusual and unexpected ideas in Generate Answers.

Timing: 15-30 minutes

Choose a random object (an orange, a train, a table cloth). There are several related approaches you can use
to generate ideas:

• Ask, “When you look at (or think of) , what ideas come up for addressing this challenge?”

• Ask, “In what ways is the challenge like a ?” After you come up with some relationships,
generate ideas these relationships stimulate. For example, the challenge is like an orange because it has a
number of inter-connected sections. This might stimulate ideas like: discover what holds the sections
together, look at each of the sections individually, squeeze all the sections together to make a blend,
remove the barriers and create a seamless whole.

• Brainstorm the characteristics of the random object. For example, a table cloth may be smooth, white,
foldable, soft, stain-resistant, woven (the more characteristics you can generate, the better). Then think
about how the challenge (or a possible solution to the challenge) is like each of the characteristics. For
example:
— How is it foldable?
— How is it smooth?
— How is it woven?

Then ask yourself what additional ideas these connections stimulate.

22 © 2012 ThinkX Intellectual Capital IP Inc.

Productive Thinking Tools

POWER
POWER evaluates and strengthens ideas. It works
best in Forge the Solution, but can also be used in
P
ositives: E
nhancements:
List what’s good List how you can
any step of the process. One can power up Target
about your solution improve each Positive
Futures, Catalytic Questions, and steps in action
plans. POWER is based on the principle of generative
judgment, that is, judging for the purpose of
improving, rather than eliminating.

Timing: 30-120 minutes

Objections: Remedies:
List the flaws in List how you can
Make a table with five sections labeled P - O - W - E your solution overcome each
- R as shown. Fill out the segments with statements Objection
about the idea you are powering up. Filling out the
table, list as many statements as possible for each
area.

Once you have filled out the chart, review the

What else:
List the “What else’s”
statements, choose the ones that add the most value
in your solution
to the idea, and rewrite your idea in powered-up
form.

Positives Objections What Else? Enhancements Remedies

• What’s good • What’s bad • What else does Looking at all the • How might you
about the idea? about the idea? it remind you Positives you listed: overcome the
• What are its • What are its of? • How might you Objections?
strengths? flaws or • What other enhance them? • How might you
• Why will it weaknesses? elements may • How might you rethink the idea
succeed? • Why will it fail? be in the idea make the idea to eliminate or
Be ruthless. Fight that you haven’t even stronger, reduce its
for failure. Stress yet articulated? even more likely weaknesses and
test the idea to • Who else? to succeed? give it a greater
uncover all possible • Where else? chance to
objections. Far • When else? succeed?
better to have your • How else?
idea fail at this
stage than when
you try to put it
into practice.

POWER was developed by Tim Hurson, Think Better, McGraw Hill 2008; inspired by the work of many outstanding
researchers in the field of productive thinking, including Diane Foucar-Szocki, Bill Shephard, Roger Firestein, and Edward
de Bono.

© 2012 ThinkX Intellectual Capital IP Inc. 23

Productive Thinking Tools

Journaling
Journaling is simply keeping track of your ideas on paper. A Chinese proverb states: “Even the weakest ink is
better than the strongest memory.” How many times have you had a great idea, only to lose it hours (or
even minutes) later, because you can’t remember it? The solution: write it down.

Timing: variable

• Get a small notebook, one you can easily carry in a pocket or purse. Find a small pen that can attach to
the notebook in some way, so you can always have them with you, and can pull them out at a moment’s
notice.
• Make a habit of jotting down ideas, observations, plans, what worked, what didn’t, things you see and
hear that intrigue you, other people’s ideas, inspiring quotes, whatever captures your interest. One of the
basic rules of psychology is that we get more of what is reinforced. One of the interesting things about
journaling is that the more you observe and write down your ideas, thoughts, and observations, the more
ideas, thoughts, and observations you will begin having. So not only will you capture what you used to
forget, you’ll actually generate more ideas to begin with.
• Remember that journaling need not be confined to writing. You can draw or sketch your ideas, or even
jot musical notations. Whatever it takes. The key is to do it.

Example
One of the most powerful things you can do with your journal is to discover meaning in the various
experiences you have in your ordinary life. We all go to meetings or have conversations or see beautiful sites.
And after only a short time, we forget what happened at the meeting, what was said in the conversation, or
the beauty of what we saw.

A simple way to capture these is to use the What — So What — Now What method in your journal. After
a meeting, for example, take a moment to jot down the following in your journal:

• What? What happened? What did you actually observe? Try to be as objective as possible.

• So What? What are the implications of what happened? What do the things that happened mean to
you, to your colleagues, to your friends?

• Now What? How might you adapt or adopt what happened? How might you use it in your home or
work life? How might it change you?

Taking just a few moments to answer these three simple questions in your journal can enrich your
experiences, improve your memory, and enhance your ability to think productively.

24 © 2012 ThinkX Intellectual Capital IP Inc.

Think you think as well as you can? Think again. Regardless
of your basic equipment you can learn to think better —
more productively, more creatively, more effectively. Based
on Tim Hurson's acclaimed corporate innovation seminars,
Think Better shows you a proven, repeatable process that
will help you have more ideas, better ideas, more of the
time.

"By far one of the most readable, insightful and

immediately applicable books on thinking and how the
mind works. Get copies for everyone you work with, talk
about it together and then get on with inventing your
future."
— Ian Percy, Reg. Psych, CSP, HoF, CPAE author of
The Profitable Power of Purpose and Going Deep

Raise the power of your thinking

Both in your business and personal life, the better you can think, evaluate, and apply your ideas,
the more successful you will be.

ThinkX Productive Thinking can give you the skills to think better, work better, do better — to raise
your intellectual capital. The ThinkX approach is simple, powerful, and practical.

How to put ThinkX Productive Thinking to work

• ThinkX Innovation Labs
• ThinkX Group Galeforce Sessions
• ThinkX Productive Thinking Courses
— Productive Thinking Fundamentals (half day)
— Productive Thinking Intensive (1 day)
— Productive Thinking in Practice (2 days)
• Keynotes & Presentations

ThinkX — our mission is to help people raise the power of their thinking

ThinkX Intellectual Capital Inc.

[email protected]

www.thinkxic.com • www.tenkaizen.com