What Is NLP
What Is NLP
What Is NLP
M 305 with
Course Objectives:
1. Understand the key components of Neuro-Linguistic Programming (NLP), or Neuro-Linguistic Psychology, that can be used in coaching.
2. Learn to use NLP coaching techniques for learning and performance whether you are a practising trainer, manager, team leader, coach, consultant or facilitator.
3. Learn patterns of excellence when coaching, and to understand how NLP can help you to become an outstanding coach improving your performance and that of your clients.
Rapport skills
In An Ideal World: Finding Your Own Preference Dancing The Dance: Rapport Exercises Developing Sensory Acuity Storytelling Using VAKADOG
Perceptual Positions
Understanding Perceptual Positions Why Are They Useful? Meta Mirror Exercise Understanding Conflict
Anchoring
How To Anchor A Resourceful State Circle of Excellence as a Coaching Tool The Power of Belief
Definition of NLP
Neuro
The nervous system (the mind), through which our experience is processed via five senses: Visual Auditory Kinesthetic Olfactory Gustatory
Linguistic
Language and other non-verbal communication systems through which our neural representations are coded, ordered and given meaning. Includes: Pictures Sounds Feelings Tastes Smells Words (Self Talk)
Programmin g
The ability to discover and utilise the programmes that we run (our communication to ourselves and others) in our neurological
systems to achieve our specific and desired outcomes. In other words, NLP is how to use the language of the mind to consistently achieve our specific and desired outcomes.
What is Coaching?
For the past ten years there has been considerable interest in coaches and mentors among human resource directors, organisation development consultants, management consultants, trainers and facilitators. In the last twenty years, corporate structures have evolved away from control of employees towards trust and collaboration, teaching every employee to think and behave like a leader. The emphasis has been on accelerating performance for individuals and the organisation. Teamwork, empowerment and improved business performance have been the focus within organisations. However, if organisations are going to make long lasting changes, the individuals within them must change first. Coaching came onto the work scene in the 80s and today we see a shift taking place within the workplace. Stability and certainty have given way to technological change, political upheaval, economic and community crises and people at work are affected in every aspect of their personal and professional lives. One resource that has increased the ability to deal with ambiguity and uncertainty is that of the personal or professional coach. Coaches look for shifting advantages within the change process. Coaches facilitate behavioural change and self-responsibility in their clients. Coaches improve performance, visioning, teamwork and the ability to take risks.
For effective communication you need to meet other people in their model of the world. In this way, they will feel that they are being acknowledged. Rapport integrates verbal and non-verbal communication.
3. Take Action
4. Have Sensory Acuity:
How will you know youre getting what you want?
Become more curious, and become more aware of the effects of what you do. These will
become apparent within yourself (your internal state) and will also be discernible in other people. This information comes to you through your five senses: seeing, hearing, feeling, smelling and tasting (VAKOG). Notice what is different as a result of your action or thinking. You may choose to see the world as a mirror which is reflecting back the results of your thoughts and behaviours. Notice if you are getting what you want. In our culture it is not normal to notice this kind of information. It is more a case of regaining these skills, rather than of doing anything new.
5. Have Behavioural Flexibility: If what you are doing isnt working, do something
different.
Remember that you always have a choice of action. You may find it useful to examine the world from a number of different perceptual positions, perspectives, points of view. The more flexible you are at examining your situation, the more information you will be able to gather and the more choices you will discover. It is useful to give yourself at least three possibilities. Human behaviour is purposeful it is a means to an end, not an end in itself.
V
A K V
4. 5.
Is it congruently desirable?
What will this outcome get for you or allow you to do?
6.
Appropriately Contextualized
When, where and with whom do you want it? When, where and with whom do you not want it? For how long do you want it?
8. Ecology Check
For what purpose do you want this? What will you gain or lose if you have it? Is it worth the cost to you? Is it worth the time its going to take? Is this outcome in keeping with your sense of self?
= = =
Closest to describing Next best description Next best Least descriptive of you
you
1.
I make important decisions based on: gut level feelings which way sounds the best what looks best to me precise review and study of the issues
2.
During an argument, I am most likely to be influenced by: the other persons tone of voice whether or not I can see the other persons argument the logic of the other persons argument whether or not I feel I am in touch with the other persons true feelings
3.
I most easily communicate what is going on with me by: the way I dress and look the feelings I share the words I choose the tone of my voice
4.
It is easiest for me to: find the ideal volume and tuning on a stereo system select the most intellectually relevant points concerning an interesting subject select the most comfortable furniture select rich, attractive colour combinations
5.
I am very attuned to the sounds of my surroundings I am very adept at making sense of new facts and data I am very sensitive to the way articles of clothing feel on my body I have a strong response to colours and to the way a room looks
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K A
V
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A V D K
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A D K V
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A D K V
Step Two:
Add numbers associated with each letter. There will be five entries for each letter.
V 1.
2. 3. 4. 5. TOTALS:
Step Three:
The comparison of the totalled scores gives the relative preference for each of the four major representational systems.
Representational Systems
How we Look At / Tune Into / Feel About / Make Sense of our world Visual
Uses words like: see, picture, sight, looks, view, overview, focus, clear, looks right. Remembers events and experiences by the songs they were listening to at the time at the world through visual images and understands by making pictures of the meaning. Needs graphics and illustrations and loves to read, watch TV, see movies, daydream
Auditory
Uses words like: sound, hear, sounds like, tune, harmony, loud, tell me. Listens to what people have to say and accepts it if it sounds, or the tone of voice the person used. Sings while they work or listens to music while studying.
Kinesthetic
Uses words like: feels, handle, cool, touch, heavy, hard, pressure, grasp. Gets a feel for things and people. Wants to touch people and things, strokes animals, picks things up and plays with them. Uses whole body movements or hands when describing something.
Submodalities
The sub-components of each modality are called submodalities. These are the qualitative distinctions we make within each representational system, the qualities of our internal representations, the building blocks of our thoughts. This is how we give meaning to our experiences. The following submodalities are not metaphorical, they are usually literal. Dim future Bright prospects Everything looks black My mind went blank Its a small thing, but she blows it all out of proportion Im feeling blue at the moment Building mountains out of molehills
The SWISH
1. Identify Context
First identify a behaviour you would like to change, or where you feel you are stuck. Where or when would you like to behave or respond differently than you do now?
4. Swish
Now swish these two pictures. Start with seeing that cue picture, big and bright. Then put a small, dark image of the outcome picture in the lower right corner. The small dark image will grow big and bright and cover the first picture, which will get dim and shrink away P.S. as fast as you can say swish. Then blank out the screen, or open your eyes. Swish it as many times as you need until the client either cannot get back the original picture or isnt D.S. bothered.
5. Test
Now picture that first image...What happens? If the swish has been effective this will be hard to do. The picture will tend to fade away and be replaced by the second image of yourself as you want to be. If the old behaviour is still there when you test, back up and do the swish pattern again.
When you want to stand up for yourself, see things from your perspective, hear things for yourself and get in touch with your own feelings, 1st position is a good position to adopt when initially setting outcomes for yourself. It is a position from which to ask yourself the question What do I really want? It is also an appropriate position in which an ecology check (impact on other areas in your life) for any outcomes you set yourself, i.e. does this outcome fit with who I am/want to be? Developing your ability to experience 1st position can be a way of moving from non-assertive to assertive behaviour.
nd
nd
position
is a way of getting behind their behaviour and into their experience and feelings. Once you understand or seek to understand, this will communicate itself to the other person and will often give them a feeling of reassurance that you do understand their position. More especially, it will give you greater understanding and therefore choice about how to deal with the situation taking into account how the other person is affected by it.
3 Position
rd
This position can be valuable when you want to stand back, take stock and think objectively about a situation. It can be particularly valuable when you dont want to get involved emotionally in a situation. People who are able to handle aggression from others in a controlled and unemotional way often do this from 3rd position so that they are not, for example, experiencing the feelings of anger, frustration or hurt that they might feel if they were in 1st position.
Recommended Resources
1. Accelerating Performance, Sunny Stout Rostron, Kogan Page, 2002, ISBN 0-7494-3642-5 NLP Distance Learning, CD & Workbook Series, Min McLoughlin, Advanced Human Technologies, 2002. The NLP Coach, Ian McDermott and Wendy Jago, Piatkus, 2002, ISBN 0-7499-2277-X NLP for Managers, Dr Harry Alder, Piatkus, ISBN 0-7499-1613-3 Introducing Neuro-Linguistic Programming, Joseph OConnor & John Seymour, Mandala, ISBN 1-85274-073-6 Make the Most of Your Mind, Tony Buzan, Pan Books, ISBN 0-330-30262-0 Use Your Brain For a Change, Richard Bandler, Real People Press, ISBN 0- 911226-27-3 NLP at Work, Sue Knight, Nicholas Brealey Publishing, ISBN 1-85788-070-6 Reframing, Richard Bandler & John Grinder, Real People Press, ISBN 0-911-226-25-7 The Handbook of Coaching, A Resource Guide To Effective Coaching with Individuals and Organizations, Frederic Hudson, Ph.D., Hudson Institute Press, Santa Barbara CA, email: Hudson@silcom.com, web: hudsoninstitute.com, ISBN: 1-884433-50-2
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