Neuro-Linguistic Programming (NLP) was created in the early 1970s by Richard Bandler, a computer scientist and Gestalt therapist, and Dr. John Grinder, a linguist and therapist. Bandler and Grinder invented a process known as 'modelling' that enabled them to study three of the world's greatest therapists: Dr. Milton Erickson, the father of modern hypnotherapy; Fritz Perls, the creator of Gestalt therapy; and Virginia Satir, the mother of modern-day family therapy. They wanted to know what made these therapists effective and to train others in their methods. What is offered today as NLP is the product of this modelling process.
The experience of undergoing NLP training is a life-changing one for many people, and its techniques offer substantial advantages to most roles in organizations:
- Directors and executives
- Managers at all levels
- Salespeople
- 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 behavioral 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 behavior so that you can vary your behavior until you get your outcome. (See NLP Principle 3 - Changing Behavior.)
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 behavioral patterns that have proved highly effective in enabling people to change the beliefs and behaviors 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 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 behavior until you get the results you want.
This variation in behavior 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 (i.e. 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 behavior to bring about a change in someone else.
Fifth, the outcome must be appropriately and explicitly contextualized. This means that outcomes must not be stated as universals. You must never want either 'all the time' or '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 color 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 Behavior
The third operational principle of NLP is to vary your behavior 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 or not. If 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 behavior 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 behaviors or variability of choice will control the system.
6. Behavior is geared towards adaptation.
7. Present behavior represents the very best choice available to a person.
8. Behavior 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 behavioral.
12. It is useful to make a distinction between behavior and self.
13. There is no such thing as failure; there is only feedback.
NLP Presupposition 1 - Meaning Equals Response
In communication, it is usually assumed that you are transferring information to another person. You have information that 'means' something to the other person, and you intend for the other person to understand what it is you intend to communicate.
Frequently, a person assumes that if they 'say what they mean to say,' their responsibility for the communication is over. Effective communicators realize that their responsibility doesn't end when they finish talking. They realize that, for practical purposes, what they communicate is what the other person thinks they say and not what they intend to say. Often the two are quite different.
In communication, it is important what the other person thinks you say and how they respond. This requires that the person pays attention to the response they are getting. If it is not the response they want, then they need to vary their communication until they get the desired response.
There are several major sources of 'misunderstanding' in communication. The first arises from the fact that each person has a different life experience associated with each word in the language. Frequently, what one person means by a word (
From India, Ahmadabad
Acknowledge(0)
Amend(0)
6The experience of undergoing NLP training is a life-changing one for many people, and its techniques offer substantial advantages to most roles in organizations:
- Directors and executives
- Managers at all levels
- Salespeople
- 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 behavioral 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 behavior so that you can vary your behavior until you get your outcome. (See NLP Principle 3 - Changing Behavior.)
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 behavioral patterns that have proved highly effective in enabling people to change the beliefs and behaviors 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 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 behavior until you get the results you want.
This variation in behavior 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 (i.e. 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 behavior to bring about a change in someone else.
Fifth, the outcome must be appropriately and explicitly contextualized. This means that outcomes must not be stated as universals. You must never want either 'all the time' or '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 color 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 Behavior
The third operational principle of NLP is to vary your behavior 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 or not. If 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 behavior 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 behaviors or variability of choice will control the system.
6. Behavior is geared towards adaptation.
7. Present behavior represents the very best choice available to a person.
8. Behavior 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 behavioral.
12. It is useful to make a distinction between behavior and self.
13. There is no such thing as failure; there is only feedback.
NLP Presupposition 1 - Meaning Equals Response
In communication, it is usually assumed that you are transferring information to another person. You have information that 'means' something to the other person, and you intend for the other person to understand what it is you intend to communicate.
Frequently, a person assumes that if they 'say what they mean to say,' their responsibility for the communication is over. Effective communicators realize that their responsibility doesn't end when they finish talking. They realize that, for practical purposes, what they communicate is what the other person thinks they say and not what they intend to say. Often the two are quite different.
In communication, it is important what the other person thinks you say and how they respond. This requires that the person pays attention to the response they are getting. If it is not the response they want, then they need to vary their communication until they get the desired response.
There are several major sources of 'misunderstanding' in communication. The first arises from the fact that each person has a different life experience associated with each word in the language. Frequently, what one person means by a word (
From India, Ahmadabad
Acknowledge(0)Amend(0)
The use and reproduction of this material is free for research or organizational development purposes, provided copyright (Robert Smith content 2004, and Alan Chapman code/design, 1995-2005) is acknowledged and reference or link is made to the www.businessballs.com website. This material may not, however, be sold, reproduced for general publication in any form, or used in the provision of business services to a third party without prior agreement and permission from Alan Chapman.
Disclaimer: Reliance upon any information or material on this website, or advice received from Alan Chapman, shall be at your sole risk. Alan Chapman assumes no responsibility for any errors or omissions or for the results obtained from the use of such information, and is not liable for any damages of any kind resulting from the use of, or reliance on, the information and material contained on this website, advice given directly by Alan Chapman in response to inquiries, or any third party website linked to this website. Readers and users of this website are encouraged to confirm the information contained herein with other sources, and most definitely to seek local relevantly qualified advice if embarking on any actions that may potentially carry liabilities, of personal, organizational, or any other type. Managing people and relationships are sensitive activities; the free material and advice available via this website do not provide all necessary safeguards and checks for organizations or individuals.
http://www.businessballs.com/nlpneur...rogramming.htm
From India, Ahmadabad
Acknowledge(0)Amend(0)
Disclaimer: Reliance upon any information or material on this website, or advice received from Alan Chapman, shall be at your sole risk. Alan Chapman assumes no responsibility for any errors or omissions or for the results obtained from the use of such information, and is not liable for any damages of any kind resulting from the use of, or reliance on, the information and material contained on this website, advice given directly by Alan Chapman in response to inquiries, or any third party website linked to this website. Readers and users of this website are encouraged to confirm the information contained herein with other sources, and most definitely to seek local relevantly qualified advice if embarking on any actions that may potentially carry liabilities, of personal, organizational, or any other type. Managing people and relationships are sensitive activities; the free material and advice available via this website do not provide all necessary safeguards and checks for organizations or individuals.
http://www.businessballs.com/nlpneur...rogramming.htm
From India, Ahmadabad
Acknowledge(0)Amend(0)Gathering data for an AI comment.... Sending emails to relevant members...
Join Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
Mind Control in the 1990's - Neuro-Linguisti c Programming.pdf
Nlp.zip