What is Neuro Linguistic Programming?

The Business benefits of NLP

The top line is if you are a better person and a lot more effective you will be a better business leader and more value to your organisation or own business.

What is Neuro Linguistic Programming?

NLP was created by John Grinder and Richard Bandler in 1975. Their goal was to discover why some people produced excellent results and then create models to allow other people to assimilate the same processes. Over the years many people were modelled and a host of techniques were developed. So NLP is about modelling excellence with a large number of ‘Apps’ for communication, rapport, goal setting, getting rid of fears and negative emotions, internal conflict and blockages in our thinking, which may hold us back.

Neuro linguistic programming teaches you how to use parts of the brain you may not have realised were available. Rather like having Apps on your phone you don’t use or downloading new ones to help you think and behave differently. Simply put, Neuro means our brain, linguistic, how we talk to ourselves and others and programming is how we operate and run behaviours on automatic pilot.

Neuro Linguistic Programming & Beliefs

Several hundred years ago we believed that the earth was flat. Until Roger Banister broke the 4 minute mile it was seen as physically impossible, in 1999 Hicham El Guerrouj ran it in 3.43.13 minutes a huge advance.

Basically everything inside your head is not real. Rather it is an Internal Representation – a series of stored images sounds and feelings of what we believed to be true or our ‘take’ on an event. We are bombarded with two million bits of information a second. Of these only 134 get through our filtering systems which are beliefs, attitudes etc.

Imagine 2 million straws dropping on your head every second. However you can only grasp 134. Wow and everyone else can only get 134 too and they could be catching different straws to you. What if we could reach out and see the straws they are grasping. How attuned we would become to their picture of the world.

I always see this a bit like a doorman. Outside the club the doorman only allows in who management tell him to let in. Well inside our head our doorman only allows in the information management want. So if something is important to you it is allowed in. Have you ever bought a new car and suddenly you see the same model everywhere? Well that's your doorman opening up to information that you had previously filtered out because it was not important until now! So when you set a goal and work towards it your filters open up to the information you need.

Have you ever heard the phrase “Think like you have always thought and you will do what you have always done and get what you always got?” The problem is we tend to see the world from our own perspective. We are the sum of our thoughts decisions and actions so if we are not getting the results we want we can ‘model’ the beliefs attitudes and thinking patterns of people who are.

Personal Responsibility

Ever met a mood hoover? That’s right; they walk into the room and suck away all the positive emotion and happy feelings, leaving behind a trail of bickering and misery. Well the mood hoovers use up lots of energy and time blaming everyone else, parents, teachers, government, the weather and footie results. Never taking responsibility for their own life.

Reasons or Excuses! It is important to really listen to our own language and catch our-selves giving reasons why we can’t have or do something. Often these reasons are due to our limiting beliefs which we can change through one to one intervention or you can learn.

Taking responsibility is a choice!

NLP and Language

Everything we think or say to ourselves has an impact on our state (how we feel) and our actions. Let me ask you a question. ‘When you are in a confident mood and feel up for it do you often get a better result?’ Yes you do don’t you? So if you learn to control your state through positive self- talk, reframing situations and asking yourself better questions such as ‘How can I improve the situation?’ then you will get better results.

On the NLP Practitioner and Certified NLP Coach you will also learn to read between the lines of what others are saying to you. Noticing if they feel they have any choices or if they are blaming someone or something else. These and other language patterns we teach really add value over and above traditional coaching qualifications.

Positive Psychology, Emotional Intelligence, Coaching and LeadershipWe are unique in that we also introduce delegates to positive psychology, emotional and coaching. Neuro linguistic programming is interwoven within these subject areas. Indeed there are many overlaps. So come along to a free intro evening and you will go away with more information and some useful tools you can use right away.

Sample Outlines of NLP Leadership and Sales Training:

http://www.nlpuktraining.com/index.php/nlp-in-leadership

http://www.nlpuktraining.com/index.php/nlp-sales-training

How does NLP optimise individual and organizational performance?

Neuro-Linguistic Programming is an extremely powerful concept. It is said by many to contain the most accessible, positive and useful aspects of modern psychology, and so can be helpful in virtually every aspect of personal and inter-personal relations. NLP has many beneficial uses for self-development, and for businesses and organizations; for example NLP enables better communications in customer service, and all types of selling. NLP enables better awareness and control of oneself, better appreciation of the other person's feelings and behavioural style, which in turn enables betterempathy and cooperation. NLP improves understanding in all one-to-one communications, especially interviewing and appraisals (whether used by the interviewer or the interviewee). NLP certainly features strongly in facilitative selling. NLP is an enabling tool of Emotional Intelligence (EQ), which is an aspect of multiple intelligence theory. Neuro-Linguistic Programming can also be very helpful for stress management and developing self-belief andassertiveness and confidence. The empathic caring principles of NLP also assist the practical application of ethical and moral considerations (notably achieving detachment and objectivity), and using loving and compassionate ideas (simply, helping people) in work and life generally. These few examples illustrate the significance of NLP as a concept for personal and organizational development.

The experience of undergoing NLP training is a life-changing one for many people, and its techniques offer substantial advantages to people performing most roles in organizations:

Directors and executives

Managers at all levels

Sales people

Administrators

Engineering and technical staff

Customer care operatives

Receptionists

Secretarial staff

Trainers

HR and counselling staff

NLP techniques help particularly by making it possible for people to:

Set clear goals and define realistic strategies

Coach new and existing staff to help them gain greater satisfaction from their contribution

Understand and reduce stress and conflict

Improve new customer relationship-building and sales performance

Enhance the skills of customer care staff and reduce customer loss

Improve people's effectiveness, productivity and thereby profitability

 

NLP operational principles

NLP consists of a set of powerful techniques for rapid and effective behavioural modification, and an operational philosophy to guide their use. It is based on four operational principles, which below these headings are explained in more detail.

1. Know what outcome you want to achieve. (See nlp principle 1 - achieving outcomes.)

2. Have sufficient sensory acuity (acuity means clear understanding) to know if you are moving towards or away from your outcome (See nlp principle 2 - sensory awareness.)

3. Have sufficient flexibility of behaviour so that you can vary your behaviour until you get your outcome. (See nlp principle 3 - changing behaviour.)

4. Take action now. (See nlp principle 4 - time for action)

It is important to have specific outcomes. Many people do not have conscious outcomes and wander randomly through life. NLP stresses the importance of living with conscious purpose. In order to achieve outcomes it is necessary to act and speak in certain ways. NLP teaches a series of linguistic and behavioural patterns that have proved highly effective in enabling people to change the beliefs and behaviours of other people.

In using any of these patterns NLP stresses the importance of continuous calibration of the person or people you are interacting with in order to see if what you are doing is working. If it is not working it is important to do something different. The idea is to vary your behaviour until you get the results you want.

This variation in behaviour is not random. It involves the systematic application of NLP patterns. It is also important to take action, since nothing ever happens until someone takes the initiative. In short, NLP is about thinking, observing and doing to get what you want out of life.

 

NLP Principle 1 - Achieving Outcomes

The importance of knowing your outcome cannot be stressed enough. Many people do not have conscious outcomes. Others have no idea what they want but know what they don't want. Their life is based on moving away from those things they don't want. NLP stresses the importance of moving towards those things you want. Without outcomes life becomes a process of wandering aimlessly. Once an outcome is determined you can begin to focus on achieving that outcome.

NLP lists certain well-formedness conditions that outcomes should meet. The first of these is that the outcome needs to be stated in positive terms. This means that the outcome must be what you want and not what you don't want to happen. Outcomes must be capable of being

satisfied. It is both logically and practically impossible to give someone the negation of an experience. You can't engage in the process of 'not doing'. You can only engage in the process of doing.

The second well-formedness condition for outcomes is that the outcome must be testable and demonstrable in sensory experience. There must be an evidence procedure. Unless this is the case, there is no way to measure progress towards the achievement of the outcome. With an evidence procedure for the outcome it is possible to determine whether or not you are making progress towards achieving the outcome.

Third, the desired state must be sensory specific. You must be able to say what you would look like, sound like and feel like if you achieved the outcome.

Fourth, the outcome or desired state must be initiated and maintained by the subject. This places the locus (ie position) of control and responsibility for achieving the outcome with the subject and not with someone else. It is not a well-formed outcome when someone else does something or changes in some way. All you can do is have an outcome in which you can change yourself or your behaviour so as to bring about a change in someone else.

Fifth, the outcome must be appropriately and explicitly contextualised. This means that outcomes must not be stated as universals. You must never want either 'all the time' of 'never', but only under specific circumstances. In NLP we always strive to create more choice and never to take choice or reduce the number of possible responses. The goal instead is to make the choices or responses available in the appropriate circumstances.

Sixth, the desired outcome must preserve any positive product of the present state. If this is not the case then symptom substitution may occur.

Seventh and finally, the outcome or desired state must be ecologically sound. You should consider the consequences for yourself and for other people and not pursue outcomes that lead to harm to yourself or other people.

NLP Principle 2 - Sensory Awareness

Once you know your outcome you must next have sufficient sensory acuity to know if you are moving towards it or not. NLP teaches the ability to calibrate or 'read' people. This involves the ability to interpret changes in muscle tone, skin colour and shininess, lower lip size and breathing rate and location. The NLP practitioner uses these and other indications to determine what effect they are having on other people. This information serves as feedback as to whether the other person is in the desired state. An important and often overlooked point is to know to stop when the other person is in the state that you desire.

NLP Principle 3 - Changing Behaviour

The third operational principle of NLP is to vary your behaviour until you get the response you want.

If what you are doing isn't working, then you need to do something else. You should use your sensory acuity to determine if what you are doing is leading you in the desired direction of not. It what you are doing is leading towards your outcome, then you should continue. If, on the other hand, what you are doing is leading away from your goals, then you should do something else.

NLP Principle 4 - Time for Action

The fourth and final operational principle of NLP is to take action now. There is no place for the slogan 'Complacency rules, and I don't care.' NLP is about taking action now to change behaviour for yourself and for others, now and in the future. So, to use another catchphrase: 'Don't delay; act today.'

 

NLP Presuppositions

There are certain presuppositions underlying NLP. These are things that are presupposed in effective communication. Some of these are as follows. Below these headings each presupposition is explained in more detail.

1. The meaning of a communication is the response you get.

2. The map is not the territory.

3. Language is a secondary representation of experience.

4. Mind and body are parts of the same cybernetic system and affect each other.

5. The law of requisite variety (also known as the first law of cybernetics - cybernetics is the science of systems and controls in animals, including humans, and machines) states that in any cybernetic system the element or person in the system with the widest range of behaviours or variability of choice will control the system.

6. Behaviour is geared towards adaptation.

7. Present behaviour represents the very best choice available to a person.

8. Behaviour is to be evaluated and appreciated or changed as appropriate in the context presented.

9. People have all the resources they need to make the changes they want.

10. 'Possible in the world' or 'possible for me' is only a matter of how.

11. The highest quality information about other people is behavioural.

12. It is useful to make a distinction between behaviour and self.

13. There is no such thing as failure; there is only feedback.

For further knowledge: http://www.businessballs.com/nlpneuro-linguisticprogramming.htm

NLP

The Framework of Neuro Linguistic Programming

1. NLP is not a model of repair...it is a model of acquisition...a generative model.

2. The techniques of NLP are not NLP. The techniques are a product of the modeling process. NLP is a method of modeling.

3. Modeling is a process of acquiring skill. All skills are systematic, patterned and rule-structured - therefore, they can be modeled and duplicated. However, modeling does not result in achieving the whole life experience of another person.

4. People are not broken, they work perfectly. They do not need to be fixed.

5. People have all the resources necessary to make any change.

6. People make the best choices given their resources available to them.

7. All external behavior is the result of internal processes. All behavior is communication...we cannot not respond.

8. The map is not the territory. Our perception of reality is not reality itself. We do not operate directly on our world, but rather through our perceptual map of the world. NLP is a model of the mapping processes.

9. The positive self worth of the individual is held constant. A distinction is made between Self, intention and the behavior an individual engages in.

10. Behavioral Flexibility: The person with the most behavioral flexibility in a given interaction will control the outcome.

11. The meaning of a communication is the response you receive, regardless of your intention. Resistance is the result of inflexibility on the part of the communicator. It is the responsibility of the messenger to get the message across, NOT the listener's responsibility to get the message.

12. Failure equals feedback. There are no mistakes, only results. Without failure and mistakes, learning would be impossible.

13. The highest quality of information in an interaction is behavioral information.

14. The mind and body are part of the same cybernetic system.

15 Individuals communicate at two levels - conscious and unconscious.

16. Behavioral flexibility results in more choices. More choices is better than limited choices.

17. Every behavior has a positive intention (for the person doing the behavior).

Taken from: http://www.idea-seminars.com/articles/nlp.htm

Appreciative Inquiry

Design

The Design stage is sometimes described as building a bridge from the ‘best of what is’ (revealed, at least in part, in the Discovery stage) to the best of ‘what could be’ (the vision set out in the Dream stage). In order to span that gap, the organisation itself may need to be remodelled to some extent.

In almost every organisation we have worked with, people have said that ‘siloisation’ and poor communication between functional units is one of the biggest things holding them back from achieving their potential.

This stage is about collectively designing the organisational structures and ‘social architecture’ that need to be in place to enable the Dream (as articulated in the macro provocative proposition) to happen. It is more about the structures and communication flows that support action and make it possible, than about specific actions.

According to Cooperrider, the essential question in this stage is:

 

What would our organisation look like if it were designed in every way possible to maximise the qualities of the positive core and enable the accelerated realisation of our dreams?

 

Practical methods for getting from dream to delivery

Most Appreciative Inquiry textbooks can seem a little vague in supplying actual step-by-step procedures for getting from the Discovered present to the Dream future. Here are a variety of methods you could use in the Design stage to move from Dream to Delivery.

2. Logical levels of organisation

This model, originated by NLP (neuro-linguistic programming) author Robert Dilts, posits six levels at which change can occur:

Dilts suggests that each level organises and influences the ones below it. A change at a lower level may change the levels above, but it is far more likely that change at a higher level will change the levels below it.

Our behaviour acts on our environment.

Our capabilities (skills) govern our behaviour.

Our values and beliefs determine which of our capabilities we use.

Our identity is supported by our beliefs and values.

Our sense of purpose and of being part of something more extensive and important than ourselves shapes our identity.

When we look for connections with the AI model, we see that provocative propositions are usually statements of Identity and/or Purpose. When they are inspiring, as they should be, they will also resonate with

Values, which are what motivate us and also provide our criteria for deciding what is right or wrong. Values will emerge from questions in the appreciative interview: ‘What’s important about this experience? What do you value about it?’

Capabilities and Behaviour are pointed to by questions such as ‘What is already working?’ and ‘What should we be doing more of?’ This level also equates to the new forms of organisation, workflows and processes that are often mentioned as emerging from the Design stage in the AI literature.

Environment is what the organisation operates in: customers, other stakeholders, competitors, partners, markets and regulatory frameworks, as well as physical locations and resources. This is also where we would look for the consequences and knock-on effects of our changes.

Using logical levels

Each level needs to be aligned with the others. For example, the Behaviours we need to undertake in order to achieve our Purpose and fulfil our Values may require us to expand our Capabilities.

One way of using this model in the Design stage would be to start with the provocative proposition at Identity or Purpose level, and to examine the Behaviours needed to make it a reality. Or you could start with the Values and work down by asking ‘What Behaviours do we need to pursue? What Capabilities do we need?’ At the same time you could work upwards by asking ‘Who are we when we truly fulfil these Values?’

As you examine each level in the light of the others, expect more information to emerge at each level. You may find that you refine the provocative proposition in the light of the re-examined Values, or that the Values set expands as you consider the implications of Identity or Behaviours.

When each Logical Level of the organisation is aligned with your provocative proposition and with the other levels, you have a sound basis for action.

For further knowledge: http://a4m.co/topics/A84z9kMghUUaqfXe.htmlhttp://www.alchemyformanagers.co.uk/topics/UqnyMWUH2yHyEjSB.html/?a=1033