Innovations in NLP E-Book

• Herausgeber: Crown House Publishing
• Kategorie: Ratgeber
• Sprache: Englisch

Seitenzahl: 528

Veröffentlichungsjahr: 2012

Beschreibung

This long awaited book brings together some of the most recent innovations and applications of the traditional NLP model. Each chapter describes a new model or application and contains step by step instructions or a case study on how and when to apply it. For NLP Practitioners it provides an outstanding collection of new tools and ideas to take their practice forward.

Leseprobe

Preface

Innovations in NLP, Volume 1 is an impressive collection of articles, written by key innovators in the field, covering a range of significant recent developments in neurolinguistic programming. A rare collaboration among leaders of the field, the book is the result of the vision and effort of two of the most dedicated and energetic figures in the field today. Michael Hall and Shelle Rose Charvet have worked hard to spearhead this inspired and inspiring contribution to NLP.

The list of contributors to Innovations in NLP is a veritable “who’s who” of contemporary neuro-linguistic programming. Each author is an outstanding trainer and practitioner of NLP in addition to being a creative developer. I personally count many of them as close friends as well as valued colleagues.

Originated by Richard Bandler and John Grinder in the 1970s, neuro-linguistic programming is an approach to examining the deeper structure of human behavior, and a set of explicit models, applications, and tools derived from that approach. In our recent book NLP II: The Next Generation, Judith DeLozier, Deborah Bacon Dilts, and I point out that NLP has come a long way since its early days more than thirty years ago when it was essentially considered a new form of psychotherapy. Through the years, NLP has developed some very powerful tools and skills for communication and change in a wide range of professional areas including coaching, counseling, psychotherapy, education, health, creativity, law, management, sales, leadership, and parenting. Over the years, NLP has literally spread around the world and has touched the lives of millions of people.

One of the core values and characteristics of NLP as a field is its generativity—its ability to continue to produce new and creative models, applications, and tools. Like any successful field of study and application, NLP has grown far beyond the contributions of its original founders. New techniques and procedures have been presented in the ever-growing number of NLP books, recordings, and seminars.

As the fruits of this next generation of NLP developers spread into the world, it is important to have a way to acknowledge and showcase their creations and contributions. Innovations in NLP is that showcase, presenting an enriching overview of many of the most recent and important of these developments. Aptly subtitled Innovations for Challenging Times the book describes models such as Meta-States, LAB Profile®, Social Panorama, Clean Language, the RESOLVE Model, and Behavioral Remodeling.

Part II covers the ways in which NLP has enriched other areas of application such as coaching, entrepreneurial leadership, research, addictions, wealth management, and cancer treatment.

Part III presents innovative computer tools that can be applied toward developing emotional intelligence, assessing personality, and reaching personal goals and objectives.

Indicative of the new generation of NLP is the development of communities formed around these innovations that are described in a final section of the book.

I am deeply grateful to Michael and Shelle for taking on such a monumental project. It is a reflection of their devotion and commitment to the field. I cannot think of any two other people who could have successfully taken on such a major project. Congratulationson a job well done!

Robert Dilts July 2011 Santa Cruz, California

Contents

Title Page

Preface

Introduction What’s New in NLP for Challenging Times? L. Michael Hall and Shelle Rose Charvet

Part I: Innovative Models

1 Meta-States: Modeling Self-Reflexive Consciousness L. Michael Hall

2 LAB Profile®: Decoding Language and Behavior to Improve Communication between PeopleShelle Rose Charvet

3 Social Panoramas: How to Change Unconscious Landscapes to Improve Relationships Lucas Derks

4 Symbolic Modelling: Emergent Change through Metaphor and Clean Language James Lawley and Penny Tompkins

5 The RESOLVE Model: Facilitating Generative Change Richard Bolstad

6 Behavioral Remodeling: Advancing NLP’s Linguistic Model John McWhirter

Part II: Innovative Applications

7 NLP Coaching: How to Develop a Coaching Mindset Ian McDermott

8 Success Factor Modeling™: The Secrets of Entrepreneurial Leadership Robert Dilts

9 Provocative Change Works™: Improvisation and Humor in Therapy and Coaching Nick Kemp

10 Modeling Market Wizards: Revealing the Methods of Outstanding Traders and InvestorsCharles Faulkner

11 Overcoming Addiction: A New Model for Working with Drug and Alcohol AbusersRichard M. Gray

12 NLP and Money: How to Create Empowering Beliefs about Money and Wealth Kris Hallbom and Tim Hallbom

13 Medical Applications of NLP: Using NLP in the Holistic Treatment of Cancer Kimiko Bokura-Shafé, Masaki Kono, and Hiromi Tamaki

14 The Well-Formed Problem: A New Model for Managing Change in Business Martin Roberts

15 What Triggers Stuttering? A Model for Achieving Fluency Bobby G. Bodenhamer

Part III: Innovative Tools

16 The Identity Compass®: Mapping Meta-Programs for Business Success Arne Maus

17 MPA MindSonar®: An NLP Tool for Coaching, Team Building, Personnel Management, and Marketing Jaap Hollander

18 jobEQ: Profiling Meta-Programs to Improve Emotional Intelligence Patrick Merlevede

Part IV: Innovative Communities

19 The Clean Community James Lawley and Penny Tompkins

20 The LAB Profile® Community Shelle Rose Charvet

21 The Neuro-Semantic Community L. Michael Hall

22 The NLP Research and Recognition Project Richard Liotta and Frank Bourke

23 The International NLP Research Conference Lisa Wake and Karen Moxom

Appendices

Appendix A: Book Design

Appendix B: Requirements for a Model

Innovations in NLP, Volume II

Index

Copyright

Introduction

What’s New in NLP for Challenging Times?

L. Michael Hall and Shelle Rose Charvet

We live in a world where there are a great many challenges! Writing this in early 2011 it seems to both of us that life on planet earth today offers us tremendous challenges. What are we talking about? We are talking about climatic catastrophes, the rise of violent extremism in so many forms, incompetent or corrupt governments, widespread economic volatility that directly affects many millions of people, millions of people unemployed (the estimate is 200 million worldwide in February, 2011), entrenched armed conflict, along with the issues that continue to plague our planet—hungry people, oppression, and lack of access to basic necessities, including education.

And that’s just the beginning. So with all of these troubles and challenges, many of us are wondering: What can I do? What can we together do? What can anyone do? Are there solutions at the individual level? Are there solutions at the community level? How can we in the field of neurolinguistic programming offer some answers and resources to these challenges?

As we all know, when NLP was first developed in the 1970s, it was created in a therapeutic context and the purpose was to help people overcome personal issues, to communicate more effectively, and to access further personal resources. Since that time, the field has been changing and evolving. It has been expanding the original modeling strategies to areas such as education, health, business applications, and sports achievement. And many contributors have developed new ways of thinking, new models, new applications, and new tools.

Over the past thirty-eight years, through the skillful and ethical efforts of practitioners, NLP has made a dramatic difference to the way in which many people lead their lives and their achievement of success. If there is anything that connects and unifies the worldwide NLP community, it is the singular desire of tens of thousands of people to make a difference in our world and to respond to the challenges before us.

NLP has also been moving out beyond dealing only with individuals. As it has moved into areas such as business, education, marketing, and sales, it has been developing models for groups, for communities, for leadership, for management. NLP has been expanding its realm of influence to empower the movers and shakers of our world. And NLP, as a model of subjective experiences, has been modeling organizations, cultures, and the variables that make a community of people operate effectively. As modelers, NLP thinkers and trainers have taken the foundational work of people modeling “good to great companies,” self-actualizing leaders and companies, as well as the “tipping point” phenomena of how societies grow, develop, change, and transform. The result? We now know a whole lot more about how to influence our world for good.

Making a Difference in a Troubled World

As the editors of this book we believe that now is the time to truly make a difference that makes a difference. That’s one of the reasons why we have collaborated to create this unique book—Innovations in NLP, Volume 1. This book is premised upon the idea that the new things happening in NLP are valuable for solving important problems in our world and that the resources for creativity and innovation that we have in NLP ought to be applied more broadly to the challenges before us.

In this volume we have collaborated to bring together many of the key people in the field of NLP who share this passion and vision. The contributors not only believe in applying the rich and powerful tools in NLP to make a difference in our world, but they have created models, patterns, and tools to enable that to happen. The result is that we have a unique opportunity for collaboration, creativity, and innovation in the NLP community with the specific aim of looking at how what we do can help the world.

What is this book about? We have a three-fold focus:

First, it is about what’s new in NLP as effective innovations for communication, change,and leadership in our world. If you are interested in the ongoing development of the NLP model, you will discover many of the new contributions to the field in this book. Some of these innovations go back to the 1990s and others began after 2000.

Second, and more important, it is about applying these new innovations in NLP to the problems and challenges that trouble our world so that they can help solve the problems that confront all of us. If you have an interest in how to make the planet a better place and to know about models, applications, and new ways of thinking for doing precisely that, this is the book for you. Obviously, we have not addressed every challenge, but this is a beginning and subsequent volumes will address other problems.

Third, to offer an inspirational and educational look at the ongoing creativity and innovation in the field of NLP. One of our aims is to let those in the field of NLP know what’s been developed, what’s being developed, and to encourage more people to engage in cultivating solutions that will give us new models, patterns, and tools for making a difference.

Innovating New Things in NLP

What’s new in NLP? How often we ask or have heard that question! Many of us ask it because we truly want to know what’s new. We ask it also because NLP people tend to be curious individuals interested in what’s being developed in this field and interested in what needs to be developed. We ask it because we are an optimistic people who believe in possibilities and in inventing new things to create more resourcefulness in individuals and organizations. And sometimes we ask it wondering if anything actually is new or just rehashed from things already developed.

If you have asked the question about what’s new in NLP, this book will give you some solid answers. We have searched for practitioners who have created and innovated new techniques and have collected models, patterns, tools, and information about communities that are indeed new in the field of NLP.

A challenge in this field is that of communication; that is, the challenge of keeping people informed about what is happening in this sphere, who is developing new things, what they have developed, and what results they have obtained. Yes, it’s paradoxical—NLP is a field that came into being as first and foremost a communication model, and yet we have difficulty communicating! We also are collaboratively challenged—as a field we do not have a good record of collaborating as colleagues.

To address these challenges we have invited two dozen people who have been contributing to the field, developing new things, and advancing NLP in the twenty-first century. There were others we invited and who will appear in subsequent volumes. And there are undoubtedly people who we should have invited, but we just didn’t know who they were, where they were, or how to get in touch with them. Our hope is that with this publication, we will be able to identify other developers who are contributing to this field.

In this sphere, the problem is not creativity. Not at all! If we were to ask everybody with inspirational creative ideas to contribute, this would be a 3,000 page book. As a model and field, NLP inherently attracts creative people, especially highly individualist people who want to do it by themselves.

If there is a problem in NLP, the problem is one of innovation. One of the fathers of creativity, Abraham Maslow, who was a leading business expert in creativity in the 1950s and 1960s and who wrote extensively on creativity said, “Creative inspirations are a dime a dozen.” The second part of creativity is innovation and, as Thomas Edison said, this is only 1% inspiration and 99% perspiration. It is innovation that is required for working out structure, procedures, details, testing the process, redesigning, testing again, and so on, until a model, pattern, process, or instrument is developed to the point that it is ready to be rolled out as an effective contribution. So it is exciting to gather actual innovations in this field and present them here.

The Innovative Vision

The vision that we shared that has inspired this work is to create a book, and possibly a series of books, on innovations in NLP. Our desire is to provide communication worldwide about what is happening in this field, to collaborate with those who are developing new things, and to encourage more collaboration, creativity, and innovation.

The original inspiration that brought us together was the book that Robert Dilts, Judith DeLozier and Deborah Dilts published at the end of 2010, NLP II: The Next Generation. In it, the co-authors did an excellent job in describing the new developments that they have been creating and contributing to NLP. Then, after a book review by Michael of that book, Shelle suggested that we collaborate and bring together contributions from all of those that we know about who are working in a similar vein in the field of NLP so that we could supplement what Robert, Deborah, and Judith began.

Criteria for Determining “What’s New in NLP”

Our first challenge in creating this book was deciding what to include. That led us to set out some criteria for guiding our decisions and making them as objective as possible. From the beginning we knew that identifying what is within the category of NLP is a volatile area. Some people think that, “Everything is NLP.” And to the extent that every subjective experience can be modeled by NLP, yes, that’s true. But if NLP is everything, then it is also nothing. Then there are others who think that only things identified in the original 1970s model meet the criteria.

So from the start we realized that we needed some boundaries on the territory of what is NLP and what is not, as well as what we would consider an innovation in NLP. To that end we set out five criteria that would provide some rigor and that we have used for this first volume.

Criteria 1: The contribution grows out of the classic NLP models developed from 1972 through 1990

The model, pattern, tool, or community uses the basic NLP communication models to develop another model or pattern. That is, it uses the meta-model; metaprograms; Test–Operate–Test–Exit (TOTE) strategies; sub-modalities; meanings (beliefs, understandings, concepts, etc.); Symptoms, Causes, Outcomes, Resources and Effects (SCORE); neurological levels, and so on.

Criteria 2: The contribution fits the basic essence of NLP; that is, modeling subjective experiences

Ideally, the model provides a way to model some human experience and to therefore expand the essential NLP theme of modeling or mapping excellence in human experiences. The contribution operates from the basic NLP presuppositions: “The map is not the territory,” “We construct our mental models of the world and operate from them,” and so on.

Criteria 3: The contribution innovates a new model, pattern or process, tool, or community for the field of NLP

We quickly realized that all “innovations” are not the same, that there are different kinds of innovations and that they fall into various categories. Consequently we have structured this book so that the innovations fall into four different areas. Now, while any of us have and certainly can take a model that has already been developed and then re-work it using NLP premises and tools, that is not what we have included here. So while that would be an innovation, at least in this first volume, we decided to stay away from the re-modeling of already existing models that actually belong to another discipline. This means that we have excluded such models as Bert Hellinger’s Family Constellations; the Graves Model; Drive, Influence, Steadiness, Compliance (DISC); the Enneagram; the Myers-Briggs Type Indicator (MBTI), and so on.

Criteria 4: The contribution leads to effective practical applications of the models, patterns, processes, tools, and communities

We included this criterion because from the beginning NLP has been highly practical and pragmatic. This principle maintains that distinction; namely, that the innovation has relevant and practical use for those working in therapy, coaching, business, leadership, health, parenting, and so on. If it doesn’t have a practical use, then we have not included it.

Criteria 5: The contribution adds credibility to the field

The model or pattern fits the scientific model in that it can be tested, falsified (i.e., proven or disproven), and it is a process others can use. It can be replicated and further improved and developed.

Areas of Innovation

As mentioned, we have identified four areas or categories wherein an innovation may fall: models, patterns, tools, communities.

Innovative Models

A fully-fledged model is a paradigm that addresses a specific area and that operates from an explicit theoretical understanding. Model (capital M) entails theory, variables, guiding principles (heuristics), and applications (see Appendix B for the requirements of a Model).

Innovative Applications

Applications are the patterns and processes that result from a Model and, with the richness of the NLP Models, there are always several hundred patterns and the possibility for many more. A pattern is often called and considered a “model;” as such, however, it is model (with small m).

Innovative Tools

Another form of application from a Model is a tool, typically a psychological instrument used for assessment, diagnosis, and pattern detection. A well-developed tool that has been refined over several years of use can offer what “using or running a pattern” often cannot provide—consistency in use.

Innovative Communities

NLP as a field means that there are groups of people working together and collaborating, and so it is an innovation to create a community that can keep alive a particular NLP model, pattern, or tool, which can facilitate that community to be a learning organization and add credibility to NLP. While this has been a weak area in NLP, there are numerous collaborations occurring around the world keeping NLP alive. Communities include associations, conferences, support groups, practice groups, and so on.

Innovations R Us

Our belief is that NLP is, and ought to be, a highly innovative field. If NLP is a highly creative field that enables and empowers people to model excellence, and if none of us have a corner on good ideas, then the more we communicate and collaborate in effective ways, the more we can make a larger and more positive contribution to our world. Actually, we see this book as the beginning of a series on innovations in NLP and trust that this first volume will inspire you and many others to tap into your own creativity and to innovate in your life, your town, and your community.

On a Personal Level

When we began, we really didn’t know how we would get along in working together. We had never done so before and so had no idea how this project would go or if our work styles would fit. What we both had, however, was a deep respect for the contributions of the other and we soon found out that we both had an “active” metaprogram that enabled us to take on projects and get things done. The result has been a most delightful experience of daily emails, proofreading, sending back manuscripts, contacting lots of people, and working out the publication details with David Bowman of Crown House Publishing.

Early in the process we made a joint decision that all proceeds from this book would go to the NLP Research and Recognition Project. It was easy to make that choice because we both believe in the importance of supporting this field and in the quality work that Frank Bourke and Rich Liotta are doing.

There were several people that we sought out to contribute to this first volume but who for a variety of reasons did not. Our hope is that they will do so in subsequent volumes. May this book be the beginning of a new era here in the twenty-first century for NLP—an era of more collaboration, more credibility, and more influence on the challenges before us.

Part I

Innovative Models

If we are open to new models in the field of NLP and if we anticipate that additional models will be added to NLP that were not part of the models that existed in 1975 or 1985, then what criteria do we use to determine if something meets the conditions necessary to be considered a “new” Model?

In the following sections we distinguish models, patterns(applications), tools, and communities. And with each of these, we will present a description and a criteria to define precisely what we mean by each one.

So what makes something “a Model” (with a capital M)?

•A theory First there has to be a theory which establishes the theoretical descriptions—background, foundation, hypothesis, and so on—and which offers an explanatory model for how the model or system works. This explanatory model will involve the governing ideas of the Model and how to test and refine the ideas to create new applications. A Model will present ideas (hypotheses) that can be tested and falsified and can answer the why-does-this-work type questions. Does the Model have construct validity? A theory functions as a way of bringing together a multitude of facts into a comprehensive order so that we can make reasonably precise predictions. A theory is a tentative expression of a regular pattern. And in spite of protests to the contrary, NLP does have a theory. Its theory is hidden in the NLP presuppositions which establish NLP on the premises of constructionism, phenomenology, and cognitive psychology.

•Variables and elements If the theory comprises the over-arching frame, then the variables and elements of the theory are the pieces and parts that make up the components of the Model. This answers the question: What makes up this Model? What elements are absolutely necessary and sufficient to make the Model work? What processes are necessary? Variables enable us to experiment, to observe, to identify key factors, and to create factorial designs in research projects. Operational definitions mean that theoretical constructs should be stated in terms of concrete, observable procedures. What can be observed and tested? What are the variables of the NLP model? As a communication model, the variables are the sensory systems, the representations (visual, auditory, kinesthetic (VAK)), language, sub-modalities, meta-programs, and so on.

•The guiding and operational principles After the theory and variables come the guiding principles or operational principles. The laws or principles define and articulate the mechanisms that make the Model work and how they are used in a methodological, systematic, and systemic way. This gives us the ability to keep refining the Model. Principles answer the how questions: How does the Model work? How do the processes and mechanisms govern it? In the NLP model, you can find guidance for how the Model works in the meta-model questions, in the principles for how to detect and use the representational systems, in the implications that result from the NLP presuppositions, in the processes for working with the Test–Operate–Test–Exit (TOTE) Model, with strategies, and with the hypnotic language of the Milton Model (e.g., “pace, pace, pace, lead”).

•The technologies or patterns This refers to the specific tools that provide immediate application for using the Model to achieve something. Patterns answer the questions about how to: How do you anchor a state, calibrate to a person’s non-verbals, reframe meaning? In the NLP model, there are some 200 to 300 distinct patterns. Each one provides direction for how to do something in order to achieve a specific outcome. With patterns, always look for information about its context—where it is useful and effective and where it is not—and the elicitation questions that a person can use to begin the process. Typically there are usually conditions that are noted as times for caution in using the pattern.

References

Kelly, G. A. (1955). The Psychology of Personal Constructs. New York: Norton.

Pelham, B. W. and Blanton, H. (1999). Conducting Research in Psychology:Measuring the Weight of Smoke. Pacific Grove, CA: International Thompson Publishing.

L. Michael Hall, Ph.D. is an international speaker and consultant who focuses primarily on modeling and researching self-actualization excellence. He worked for several years with Richard Bandler and wrote a number of books for and about him including The Spirit of NLP (1996) and Becoming a More Ferocious Presenter (1996). He co-founded the International Society of Neuro-Semantics with Bob Bodenhamer and the Meta-Coaching Foundation with Michelle Duval. Known for his prolific creativity, Michael has published over forty books on NLP, including eight on meta-coaching, and he has created more than a dozen NLP models. As a visionary leader, Michael pioneered the founding of neuro-semantics to “take NLP to a higher professional and ethical level.”

email: [email protected]

web: www.neurosemantics.com

www.meta-coaching.org

www.self-actualizing.org

1

Meta-States

Modeling Self-Reflexive Consciousness

L. Michael Hall

Why the Meta-States Model?

If NLP is to truly be “the study of the subjective structure of experience” then it has to have a model of the most challenging feature of human consciousness—self-reflexiveconsciousness. NLP began by modeling the representational mind, yet there’s more to our mind–body consciousness than what and how we represent things. In the living mind–body system, there is a self-referential feature that needs to be modeled. That’s what the Meta-States Model does.

Meta-States takes the exploration of structure to the next level as it models the structure of our complex layer states. These higher states are not simple primary states, but richly textured states that involve the most unique kind of consciousness that we have—our self-reflexive awareness. It is those highest, richest, and most complex states that empower people for unleashing their best potentials and for making a real difference in any and every area of life. For example, one such meta-state is when a person feels annoyed about something and at the same time is amused by his or her annoyance.

As a model, Meta-States goes beyond the basic Strategy Model to map complex states which extend over time. These include states such as the transformationalleadership Nelson Mandela demonstrated when he took a nation through a radical change without a civil war. With Meta-States I modeled the wealth creation strategies of those who create wealthy minds, hearts, lifestyles, etc.1 We can also model attitudes—like seeing opportunities, seizing them, being resilient in the face of difficulties, of realistic optimism that refuses to cave in to the negativism of the daily news.2

The Meta-States Model enables us to model how a great leader may use anger effectively in confronting those not living up to their promises or responsibilities. An effective leader can use anger by expressing it from the higher state of being kind,calm, and respectful. Via meta-stating she can now demonstrate honorable anger. And this kind of anger will have an entirely different quality than someone who is “out-of-control,” using insulting or attacking anger.

Unlike the linear Strategy Model, which is great for smaller behaviors like spelling and getting out of bed in the morning, Meta-States maps how your self-reflexive consciousness creates complex layered states. Now you can model behaviors that occur over long-periods of time like entrepreneurship.3

The Meta-States Model can unpack most of the “magic” of NLP because it identifies the governing frames. When you set one state about a previous state, that second state (now at a higher level), operates as the frame for the first state. Because higher frames invisibly govern the lower ones, a self-organizing process is created. This is the magic of NLP. To that end, I have applied Meta-States to all of the meta-models of NLP: modeling and meta-programs,4 sub-modalities,5 sleight of mouth patterns,6 and so on, and remodeled them to uncover the layered frames that make them work.7 Meta-States has been so prolific in generating creative ideas that I have used it to develop more than 200 patterns and numerous other models—the Matrix Model, Axes of Change, Meaning–Performance Axes, Self-Actualization Quadrants, and so on.8

The Meta-States Model enables this by detailing more than the sequential steps of a person’s thinking–emoting responses, but also a person’s responses to his or herself, layer upon layer. As you go upward you can detect and work with your belief frames, value frames, intention frames, and so on. This exposes a whole matrix of frames making up the governing meanings of your experience.

With the Meta-States Model, you can track what’s “in the back of the mind” that sets the frame for a person’s reality. You have access to theleverage points for sustainable change instead of working merely with symptoms. As this complexity is unpacked, you can track and model how a person has constructed the frameworks of the experience and make it available to others. Very few of our highest and best “states” are simple states—they are richly textured with layers of frames. Meta-States can open up the secrets to these high quality states.

What Does the Meta-States Model Innovate in NLP?

In 1994, the Meta-States Model created for NLP a model of the special and unique kind of consciousness of self-reflexiveconsciousness. This added to the foundational NLP model of “mind”—the representational mind.

NLP began when the founders identified representational consciousness and gave us the languages of the mind. Gregory Bateson said this was a tremendous step forward in his introduction to Bandler and Grinder’s The Structure of Magic.9 It identified that we think using the representational sensory systems of sights, sounds, sensations—the VAK (visual, auditory, kinesthetic) model of mind. We do not literally have a theater in our brain where we run movies, yet phenomenologically we experience our thoughts as if we are seeing, hearing, feeling, smelling, and tasting things.

While the representational mind is one level of mind, it is not the unique human kind of mind. The animals with higher intelligence can represent and remember what they see, hear, feel, and so on. What makes us truly unique is our ability to reflect on our mind. We can as it were step back, notice, and transcend to reflect on our representational processing and so add a new layer of thoughts. We can also continue to step back and reflect layer upon layer upon layer.

In noting this exceptional quality of human consciousness, Alfred Korzybski said that it is an infinite, never-ending process. Whatever you think and feel about something, you can always step back and transcend that level of consciousness and add yet another thought-or-feeling upon it. And it is this process that creates what we call “logical levels.”10

Logical levels (a phrase made of two nominalizations) refers to how we layer level upon level (“levels”) of thoughts and feelings as we use our internal logic to reason (“logical”). Layering-and-reasoning are the process verbs inside the convoluted double-nominalization, “logical levels.” We are really talking about how we reflexively layer our thoughts-and-feelings (states) upon each other. In so doing, the next level up becomes the context frame of the previous level. We transcend our current state of thinking-and-feeling-and-experiencing and include that one in the next higher one as a member of a class. Korzybski and Bateson describe this as how we create our unique “logic” and how that logic is “psycho-logical.” It “makes sense” to us, on the inside, given the kind of reasoning we used to construct it.

Meta-States as States-about-States

Understanding meta-states begins with understanding “states,” a holistic term for all of the thoughts, feelings, and physiological events that together make up an experience. A state is holistically a state of mind, body, neurology, and emotion. It is holistic in that it does not separate “mind” and “body” and “emotion” as distinct elements.

A meta-state emerges when you apply one state to another state. If you are in a state of fear, what do you think-and-feel about your state of fear? Do you fear it? Shame yourself for it? Enjoy it? Love it? Dread it? Whatever you reflexively think-and-feel about the first state (the primary state) generates a second level state (a meta-state). This now gives fear-of-fear, enjoyment-of-fear (like those who go to Stephen King movies to be scared and have fun being scared), anger-of-fear, hatred-of-fear, and so on.

Your self-reflexive meta-states are your interpretations, conclusions, and constructions of meaning about your first states. So if you love-learning or experience joy-of-learning, this meta-state indicates that you have made “learning” a member of the class of “Things to Enjoy” or “Things to Love.”

The structure of a meta-state refers to your mind reflecting back onto itself, and so going up. So with each meta-stating of a state or experience, you create layers of frames—“logical levels.” You create a matrix of beliefs, values, and identities. Take the example of joyful learning—is that a belief? Do you believe that learning can be joyful? Is it a value? Do you value learning because you have fun and enjoy it? Is it an identity? Do you identify yourself as a learner, a joyful learner? Is it part of your self-definition? Is it a decision? A memory? An imagination and expectation of your future?

Given the holistic nature of meta-states, every meta-state is, at the same time, every other logical level. It is simultaneously a belief, value, identity, decision, memory, imagination, expectation, intention, permission, and so on. All of these are just different words, different ways of describing the meta-level construction of a meaning-frame that you have created as you transcended your primary state and included it in a higher frame. All of these frames are just elements of the same thing—theexperience. The experience, like a diamond, has many facets and names.

In NLP states are usually primary states—the states of mind, body, and emotion that we experience about something that happens in the world, something that happens to us interpersonally, or something that happens within our body to which we respond. The Meta-States Model introduces two more kinds of states: meta-states and gestalt states. A meta-state is simply any state that is about some other state: fearful anger, playful seriousness, curious sincerity, cruel silliness, and so no. The about-ness of the referent event completely changes from primary to meta-states. The first is about the world “out there,” the second is about a previous inner experience, a thought, a feeling, a memory, and so on.

A gestalt state occurs when several meta-states layer an experience. Take courage. What’s at the primary level? Fear. You are afraid of something that holds some danger or threat which you may not be prepared for. Which meta-states texture the experience and transform it into “courage”? Typically it requires several resources: transcend the fear to a strong objective, passion, determination, a sense of responsibility, and so on. When you layer all of these states, something more than and different from the sum of all of those parts emerges—a gestalt state. It’s almost impossible to unpack “courage” to find the elements that make it up. It is something “more than all of the parts.”

Many meta-states are actually gestalt states—seeing and seizing opportunities, forgiveness, unconditional self-esteem, ego-strength, and so on. These are not simple states, not even simple meta-states; they are richly textured and layered meta-states that have now become something more.

What is a meta-state? It is not only a layered state, a transcending and including of a state; it is how you respond to yourself. It is a reaction to your first reactions. It is your self-reflexive consciousness at work as you step back from yourself and your experiences to construct new layers of awareness. That is why meta-states texture primary states. If you bring calmness to your anger, you can create calm anger. Bring respect of persons and you have respectfully calm anger. Add kindness and you have kind, respectful, calm anger. Each meta-state adds new qualities and texture to your primary state.

Your layers of frames are also mostly unconscious—outside of your consciousawareness. You mostly live within these frames, this matrix of frames, and operate from them without an awareness of your installed frames. That is why sometimes awareness per se is curative. Sometimes becoming mindful of your meta-states enables you to run the higher levels of your mind and to set the frames of mind that will make you more effective and joyful.

How Does the Model Work?

The Meta-States Model describes the structure of how a state-upon-state process textures and qualifies experiences. This is done by meta-stating, a process that you have been doing since childhood. You have been constructing meta-states about a thousand things. The process is profoundly simple: access and apply one state to another. These five steps for meta-stating provide a simple conscious process for creating state-upon-state structures.

1. Access a state (Y) for which you want to texture or qualify a primary state (X) What is the experience or state (Y) that you want to use to texture another state? Example: What quality might you want your sadness to have? What qualities do you want your learning to have? As you decide upon the state (Y) with which to meta-state, then access that state by using the basic NLP state elicitation processes. (Memory: Remember a time when you experienced that state. Imagination: What would it be like if you fully experienced that?)

2. Amplify the state (Y) so that it is sufficiently strong and robust How much do you now feel that state? Is it sufficiently strong? Do you need to make it stronger? If so, then what do you need to do to increase it? What representation? What physiology to adopt?

3. Apply the state now to the primary experience (X) As you feel this (fire an anchor for the chosen state of Y) feel this about X (the first state or experience) and notice what happens. (Link the second state to the first state so it now operates as theframe category of the first one.)

4. Appropriate the state into the context As you now apply the Y state into the X experience, notice how it qualifies it. How is that? Does it provide the resources you want so that your X experience is now ecological for you? What other resources might you need?

5. Analyze the overall impact of state-upon-state structure If you imagine taking this into your work or home context, is this ecological? Does it support the health and well-being of your relationships, health, career, spirituality? Is it realistic, useful, empowering?

Conversely, you can start with an experience that does not have the qualities that you want, that may actually have qualities that make your life miserable and diminish you as a person. Holding that state, you can invite an exploration into the meta-states as beliefs, meanings, values, identities, and so on that hold it in place. To do that, take the meta-levels distinctions and ask them as meta-questions.

1. Access the unresourceful experience What is the experience that you find troubling and troublesome? What do you call the state you experience in that event?

2. Transcend to explore the structure of that experience Are you ready to explore this state to understand it? What do you believe about that experience? If that’s so, then what do you think about that? And let’s say that’s true, what does that mean to you? (Continue to do this level upon level; be sure to keep track of the levels you elicit.)

3. Step back and do a quality control about the set of frames When you have fully moved up the levels and identified the frames that are holding the primary experience in place and texturing it, meta-state by stepping back to gain the perspective of the whole. Ask quality control questions such as: Does this serve you well? Does it empower you as a person? Does it bring out your highest and best?

Using Meta-States to Qualify Anger

LMH: What would you like to achieve in this conversation that would be the most transformative thing for you today?

John: I would like to work on my anger. Sometimes it just flares up and I really don’t know why; and sometimes it is very intense and I’ve had some people tell me that they are afraid of my anger.

LMH: Who says that to you?

J: My wife and sometimes even my son.

LMH: When? When are the times when this happens? How often are we talking about?

J: When? When I’m upset or stressed.

LMH: And when do you get upset or stressed? What events trigger your response?

J: Oh, like when I have had to work late, and had too many things to do, and then there’s more demands when I get home.

LMH: When was the last time that happened? Any time recently?

J: Yes, last week I had an outburst, and I really don’t know where it came from.

LMH: OK, so you have grounded the context of your anger, now just welcome in the memory of that event so that you recall it as clearly as possible, and when you do, if you now step back in your mind to that anger, what’s your next thought?

J: Next thought? Well, I don’t like it.

LMH: Yes, I figured that! You don’t like it. And you don’t like it because …? [Pause] What does it mean to you? [Moves up a level]

J: [Pause] It means that I’m out-of-control, that I’m … not able to think very clear.

LMH: Is that true for you? Are you out-of-control? Can you not think very clear when you are in an angry state?

J: Well, I definitely cannot think very clear. And yes, I’m kind of out-of-control.

LMH: Let’s say that’s true—you are out-of-control and unable to think very clearly. If that was true, what does that mean to you?

J: Means? Just that I’m out-of-control.

LMH: OK, what do you believe about it? What are your thoughts and/or your feelings about being out-of-control and unable to think very clearly?

J: I believe it is dangerous, that it will ruin things, that I’ll end up saying stupid things, and I feel afraid of my anger.

LMH: So you’re afraid of your anger—that it will lead you to say stupid things and ruin things.

J: Yes!

LMH: Let’s say that’s so, that your anger will move you to do those things, so what? What would it mean or what do you believe if that happened?

J: I shouldn’t get angry!

LMH: That’s about doing—does that mean that you don’t allow yourself to feel anger?

J: Yes, I try really hard to hold it in, or if it arises to swallow it and not let it show.

LMH: So does that mean that you forbid and taboo your anger because it holds all these meanings, and that’s why you have become afraid of it?

J: Well, yes, although I never thought of it like not-allowing or making it taboo.

LMH: So if you go inside and give yourself permission to feel the anger without tabooing it, what happens? If you go inside and say to yourself, “I give myself permission to feel the anger and just feel it without needing to misuse it”—what happens? [Pause as John does that] So how well does that settle?

J: It’s kind of okay, but … I am still afraid of it.

LMH: And you are afraid of what? What will the emotion of anger cause or mean?

J: I’m afraid that my anger will get out of hand.

LMH: And what will you be doing when it gets out of hand?

J: I will be hurtful.

LMH: OK, now give yourself this permission, “I give myself permission to feel my anger, notice what seems to be violating something important, to notice without being hurtful.” Now what happens?

J: It is much better; it is settling much better.

LMH: What other resource do you need? Would you like to bring calmness to your anger and create calm anger, or respect for respectful anger, or thoughtfulness, curiosity, learning, acceptance, appreciation …? What resource would give your anger the quality you would really like?

J: I’d like calmness and respect.

LMH: OK, as you access each of these states … fully, strongly, and then apply them to your anger state … notice what happens.

Caveats

First, meta-stating should not be confused with “dissociating.” The kinesthetic feeling quality of the meta-state depends on the state you are accessing as you “go meta.” If you go into “witnessing” or “mere observation” there will be little emotional intensity. Yet if you go into fear-of-your-fear, you will have immense emotional intensity, so also with passionate learning. The meta-states you create will be very emotional.

Second, meta-stating is not the same as collapsing anchors. These are two entirely different processes. In meta-stating you hold the primary state and include it within a larger state. So instead of collapsing or making it go away, in meta-stating, the higher state coalesces into the lower and textures it.

How Did You Create the Model?

Upon learning NLP, I set out to do several modeling projects. In 1990 I began modeling resilience. I wanted to know how some people were so resilient that nothing seemed able to knock them down. As soon as they suffer a setback or knock-down, they bounce right back. I wanted the strategy for that level of buoyancy of attitude and spirit. After interviewing more than a hundred people who had “been to hell and back,” I put together a workshop for the NLP Conference in Denver in September 1994. The title was, “Go For It—Again!”

In preparation I read Korzybski’s classic Science and Sanity and Bateson’s Toward an Ecology of Mind and many other works. I especially used the work of Elisabeth Kübler-Ross on the grief stages11 and Martin Seligman on learned pessimism and learned optimism.12 In the workshop I presented the basic stages of resilience: knock-down, cognitive shock, emotional roller coaster, coping with the losses and challenges of putting life back together again, mastering the challenges, being back. Then during a demonstration, I interviewed a participant “who had been to hell and back.”

When he identified how he went through the stages, I asked him at one point, “How did you know to go from this stage to the next?” In answer, he sat back in his chair, looked up and said, “It was like I had this higher state and I knew that I would get through it.” “You knew you would get through it!” I mirrored back. Then one of us, and I don’t remember if it was he or I, said, “It’s like a meta-state about my state and I just knew that I’d get through this. This too would pass.”

That’s when the heavens opened and the light bulb went on and suddenly I had a new understanding of resilience—a layer of awareness about the primary level states of the stages. That week I wrote a forty-page paper on meta-states and sent it to the International Association of NLP Trainers. Later Wyatt Woodsmall called me to let me know that I had won the contest on “The most significant contribution to NLP in 1995.”

Summary

The Meta-States Model is much more extensive than what I have presented here. The meta-stating process operates by framing and out-framing and so establishes the interpretative contexts by which we “make sense” of things. The meta-stating process also innovates in NLP a model for how each of us reflect on our responses which then textures our everyday states with qualities that can empower and unleash new potentials.

Notes

1. See Hall (1999a, 2009, 2010).

2. See Korzybski (1994/1933) and Bateson (1972).

3. For books on modeling that resulted from the Meta-States Model, see Hall (2002) and my training manuals, Hall (2001, 2004). For wealth creation, see Hall (2010).

4. Hall and Bodenhamer (1997).

5. Hall and Bodenhamer (1999).

6. Hall and Bodenhamer (2005).

7. Graham Dawes noted this remodeling of NLP with Meta-States in his book reviews of Meta-States and DragonSlaying in 1996 in AnchorPoint magazine in 1996 and NLP World in 1997.

8. See Hall (1995), as well as the training manual, Hall (1999d).

9. Grinder and Bandler (1989).

10. For more on “logical levels,” see Bateson (1972) and Hall (1995, 2002).

11. Kübler-Ross (1969).

12. Seligman (1975, 1991).

References

Bateson, G. (1972). Steps to an Ecology of Mind. New York: Ballantine.

Burton, J. (2000). State of Equilibrium. Carmarthen, UK: Crown House Publishing.

Goodenough, T. and Cooper, M. (2007). In the Zone with SouthAfrica’s Sports Heroes. Cape Town: Zebra Press.

Grinder, J. and Bandler, R. (1989). The Structure of Magic. Vol. 1: ABook about Language and Therapy. Palo Alto, CA: Science and Behavior Books.

Hall, L. M. (1995). Meta-States: Mastering Your Mind’s Higher Levels. Clifton, CO: Neuro-Semantic Publications.

Hall, L. M. (1996). Dragon Slaying: Dragons to Princes. Grand Junction, CO: E.T. Publications.

Hall, L. M. (1999a). Games Business Experts Play. Carmarthen, UK: Crown House Publishing.

Hall, L. M. (1999b). Secrets of Personal Mastery. Carmarthen, UK: Crown House Publishing.

Hall. L. M. (1999c). Winning the Inner Game. Clifton, CO: Neuro-Semantic Publications.

Hall. L. M. (1999d). Resilience. Clifton, CO: Neuro-Semantic Publications.

Hall. L. M. (2001). Cultural Modeling Using Neuro-Semantics. Clifton, CO: Neuro-Semantic Publications.

Hall. L. M. (2002). NLP Going Meta: Modeling with Meta-States. Clifton, CO: Neuro-Semantic Publications.

Hall. L. M. (2004). Advanced Modeling with Neuro-Semantics. Clifton, CO: Neuro-Semantic Publications.

Hall. L. M. (2009). Unleashing Leadership: Self-Actualizing Leaders and Companies. Clifton, CO: Neuro-Semantic Publications.

Hall. L. M. (2010). Inside-Out Wealth: Holistic WealthCreation. Clifton, CO: Neuro-Semantic Publications.

Hall, L. M. and Bodenhamer, B. G. (1997). Figuring Out People: Design Engineering Using Meta-Programs. Wales, UK: Anglo-American Book Co. Reprinted in 2007 by Neuro-Semantic Publications.

Hall, L. M. and Bodenhamer, B. G. (1999). Sub-Modalities Going Meta. Clifton, CO: Neuro-Semantic Publications.

Hall, L. M. and Bodenhamer, B. G. (2002). User’s Manual of the Brain. Vol. 2: The Master Practitioner Course. Carmarthen, UK: Crown House Publishing.

Hall, L. M. and Bodenhamer, B. G. (2005). Mind Lines: Lines for Changing Minds. Clifton, CO: Neuro-Semantic Publications.

Korzybski, A. (1994/1933). Science and Sanity: An Introduction toNon-AristotelianSystems and General Semantics, 5th edn. Lakeville, CN: International Non-Aristotelian Library Publishing Co.

Kübler-Ross, E. (1969). On Death and Dying. New York: Simon & Schuster.

Seligman M. E. P. (1975). Helplessness: On Depression, Development, and Death. San Francisco: W.H. Freeman.

Seligman M. E. P. (1991). Learned Optimism: How to Change Your Mind and Your Life. New York: Knopf.

See www.neurosemantics.com for more than 5,000 pages of articles on NLP and Meta-States.

Shelle Rose Charvet has been learning NLP since 1983 and became a Certified NLP Trainer in 1992. She has been exploring Rodger Bailey’s Language and Behavior Profile (LAB Profile®) since she encountered it at Institut Repère in Paris in the mid-1980s. Today she is known in the NLP community as the “Queen of LAB Profile” because of her books—WordsThat Change Minds (1997) and The Customer is Bothering Me (2010)—and the LAB Profile training she delivers to NLP institutes around the world. She also works with businesses and organizations to help them transform communication with customers and solve other influencing and persuasion challenges. Shelle speaks English, French and Spanish and is currently learning German.

email: [email protected]

web: www.WordsThatChangeMinds.com

www.labprofilecertification.com

2

LAB Profile®

Decoding Language and Behavior to Improve Communication between People

Shelle Rose Charvet

Why the LAB Profile?

I discovered NLP in Paris in 1983 with Josiane de St. Paul and Alain Cayroll on the second NLP Practitioner course offered in France. The next year I did my Master Practitioner at Repère and, with Lynn Conwell, discovered the meta-programs. There were over sixty different distinctions for identifying the things to which people were paying attention or ignoring, how they evaluated different situations and made decisions. These were the NLP patterns that grabbed my heart. For the very first time I encountered a detailed understanding of how one person is different from another.

The problem was that there was no methodology for applying the patterns. Even figuring out who was operating from which patterns was nearly impossible. Then I discovered Rodger Bailey’s LAB Profile, based on the original NLP meta-programs developed by Leslie Cameron-Bandler. Rodger created a straightforward methodology which made possible the systematic detection and use of these patterns.

First, he reduced the patterns to a manageable number and divided them into two distinct types: motivation traits (what someone needs to be motivated in a given situation) and working traits (how they process information, respond to their environment, and make decisions). Second, he designed questions to ask a person to elicit the patterns. Lastly, he created the influencing language that matched each pattern.

These developments made it possible to apply the meta-programs to make significant improvements in areas such as recruitment, people management, marketing and sales, coaching, conflict resolution, and interpersonal communication. Suddenly there was a methodology to uncover people’s hidden motivations and thinking patterns. This changed my world.

Note to Reader: Now that you have read my answer to the “Why?” question, do you recognize my LAB Profile Pattern? In structuring the chapters in this book, Michael and I decided to start with why. Then after I wrote that section, I realized I answered this why question with a story, which indicates a Procedures Pattern. If I had given a list of reasons, that would have been the Options Pattern.

What is the LAB Profile?

The LAB Profile is short for the Language and Behavior Profile, a behavioral profiling instrument that detects what people need to be motivated, how they think, and how they make decisions. Because the LAB Profile is a profiling tool that works with behavior, not personality, people’s patterns can change from context to context. Sometimes the patterns can be different even if someone merely changes the person to whom they are speaking.

The LAB Profile has proven to be so practical that three tools have been developed based on Rodger’s work—iWAM, Identity-Compass (see Chapter 16), and MindSonar® (see Chapter 17).

LAB Profile Patterns

Here is a list of the categories and patterns measured by the LAB Profile with their definitions.

Motivation Traits

What a person needs to be motivated and maintain their interest level.

• Level: Does a person need the initiative or would they prefer to think and wait?

–Proactive: Likes to jump into action; motivated by doing.

–Reactive: Motivated to wait, analyze, consider, and respond.

• Criteria: These are the exact words that describe what is important to a person in a given context. They create a positive physical and emotional reaction.

• Direction: When a person is motivated by what they want or by what they want to avoid, prevent, or solve.

– Toward: Motivated by goals and the benefits of achieving them. Focus on what they want and may not notice issues and problems; may not be motivated if there are no goals or benefits to move toward.

– Away from: Motivated to move away from what they do not want. Focus on problems to be prevented or solved and may not focus on goals.

• Source: When a person evaluates based on external sources or by using their own internal standards.

– Internal: Judges based on his or her own internal standards; motivated to judge and decide for him or herself.

– External: Evaluates based on outside sources or guidance; motivated by feedback.

• Reason: When a person prefers alternatives or would rather follow the established procedure.

– Options: Motivated by having many choices, likes creating procedures and systems; little interest in following them; enticed by bending or breaking rules.

– Procedures: Motivated to follow and complete a logical process; interested to know the next step and wants to know how to do something.

• Decision Factors: The way someone reacts to change and the frequency of change he or she needs.

– Sameness: Motivated when things stay the same; needs major change every 15–25 years.

– Sameness with exception: Motivated by what is improved and in incrementally evolving situations; needs major change every 5–7 years.

– Difference: Motivated by what is new, by constant change; needs major change every 1–2 years.

– Difference and sameness with exception: Motivated by a combination of evolution and revolution; needs major change about every 3 years.

Working Traits

How a person processes information, the type of tasks, the environment they need to be most productive, and how he or she goes about making decisions.

• Scope: The size of the “chunk” of information with which a person is comfortable.

– Specific: Focuses on specific details and may not see the overview.

– General: Focuses on the overview, big picture; can only handle details for short periods.

• Attention Direction: Does a person pay attention to non-verbal behavior or on the content of the communication?

– Self: Focuses on the words; tends not to notice other’s behavior or voice tone; little use of tone changes, facial expressions, or gestures when communicating.

– Other: Notices and responds to the non-verbal behavior of others and uses non-verbals when communicating.

• Stress Response: How a person reacts to the “normal” stresses of a given environment.

– Feelings: Emotional responses to normal levels of stress; stays in feelings.

– Choice: Moves in and out of feelings voluntarily; can be empathetic.

– Thinking: Responds rationally; may not establish rapport or show empathy easily.

• Style: The preferred human environment to enable a person to be most productive.

– Independent: Alone with sole responsibility.

– Proximity: In control of own territory with others around.

– Cooperative: Together with others in a team, sharing responsibility.

• Organization: The preference for paying attention to people and relationships or to tasks, ideas, systems, and tools.

– Person: Focuses on people, experiences, feelings, and relationships.

– Thing: Focuses on tasks, systems, ideas, tools, and material objects.

• Rule Structure: The rules a person has for him or herself and for others.

– My/My: My rules for me/My rules for you; able to tell others what they expect.

– My/.: My rules for me/I don’t pay much attention to others.

– No/My: Don’t know what the rules are for me/I have rules for others.

– My/Your: My rules for me/Your rules for you. Sees both sides; so may be hesitant to tell others what to do.

• Convincer Channel: The type of information a person needs to start the process of convincing themself about something.

– See: See evidence.

– Hear: Oral presentation or hear something.

– Read: Read something.

– Do: Do something.

• Convincer Mode: