5 day nlp diploma

8/2/2019 5 Day Nlp Diploma

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Nick Owen Associates, London

Managing & Leading

with NLP

WELCOME


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Introductions

Your mission in education

1 thing you know about NLP

1 thing youd like from the course

1 thing youd like to tell us about yourself


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PER

SONAL

CULTURAL

INFR

A-

STRU

CTURAL

PRO-

FESSIONAL

SE

LF

OT

HERS

INNER

OUTER

Adapted from: KenWilber

A Theory of

Everything

An Integral Approach


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NLP Guided Tour

as if

P I =P+

4


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NLP is

Neuro our mind-body system and how itworks; how the 5 senses form the basisof our thinking and behaviour

Linguistic how we use language to make sense ofour experience; how we communicateour experience to ourselves and others

Programming patterns of thoughts and behavioursthat help or hinder us


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NLP is

A set of tools for excellent communication& relationship building

A gateway to accelerated learning

A model for understanding the structures and patternsthat underpin human thinking & behaviour

A set of attitudes


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Unconsciousincompetence

Consciousincompetence

ConsciouscompetenceUnconscious

competence

1.

2.

3.

4.

The 4 Stages of Learning



The Mercedes Model

THINKING EMOTIONS

PHYSIOLOGY

Our ever present internal states consist of:



NLP Behavioural Frames

How ? instead of Why ?

Useful instead of Right orWrong

Outcomes instead ofProblemsPossibilities instead ofLimitations

NLP placesattention on:



Say it the way you want

it

Dont think of a shininglighthouse

But >

Hopefully >

Try to >

I think I did ..

>

Dont .. you can relax & enjoy

learning

And

Will

Will/Going to

I did



The Communication of

Meaning

Source: Mehrabian & FerrisJournal of Counselling Psychology, 1967

55%

7%

38%

WORDS

MUSIC

DANCE



The Communication of

Meaning

Source: Mehrabian & FerrisJournal of Counselling Psychology, 1967

55%

7%

38%

dance

music

words



The Inner Game

P I =

P +Potential minus Interference = Enhanced Performance



C > E

Cause > Effect

Results > Excuses

Responsibility > Blame

Actor > Victim

Perception is projection~ Carl Jung



The map is not the territory

People have all the resources they need

Theres no failure, only information

All behaviour has a positive intention

The meaning of the message is the response you get

Key Presuppositions of

NLP



3 Components of Success

DRIVE HARD WORK FLEXIBILITY

AMBITION LUCK CHARISMA

BLOODY MINDEDNESS OUTCOME

EMPATHY KNOWLEDGE GREED

INFLEXIBILITY AWARENESS SPONSOR

CHARM TOLERANCE DETERMINATION



The Three Pillars of NLPOutcome: Knowing what you want helps you get it

Awareness: Keep all your senses open & alert to responses

Flexibility: If what youre doing isnt working

AKA: The SUCCESS STRATEGY



Stepping Up & Down 1

GOAL

I want to

If you got X, what would it give you?do for you?make possible for you?

What stops you?

What would you like instead?



Stepping Up & Down 2Concept:

An example of thinking at different logical levelsAn example of hierarchical thinkingUpwards to abstraction & generalisationDownwards to precision & detail

Principles:Life is systemic everything connects to Clear bright future pictures motivate

Precise analysis highlights blocks in our thinking



Stepping Up & Down 3Processes:

Q & ALanguage PatternsChunk UpChunk Down

Procedures:Get rapportCheck clarity of outcome

Use template questionsWrite down key answersFeel free to stick to procedure


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PoacherPOSITIVE State what you wantOWNERSHIP Is it your responsibility?ACHIEVABLE What will youSEE HEAR FEEL?

othersCONTEXT Who do you want this with? Locations?

At what times? BY WHEN?HOWEVER Who not with? Where not? When not?ECOLOGY What will you gain? What will you lose?

Is it worth it?What will others gain? What will they lose?

Is it worth it?

RESOURCES Resources to Start, Achieve, & Maintain???


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Well Formed Outcomes 1

Concept:Patterning the brain through mental rehearsal& the search for possibilityPresupposes we can take control over our future

Principles:Knowing what you want helps you get itYou have all the resources you needBehaviour is the most reliable feedbackLife is systemicIS/IP/EB


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Well Formed Outcomes 2Processes:

Q & AUnderstand relevant criteriaCheck all criteria are metIf not, reframe or change your outcome

Feel free to stick to process questions

Procedure:Establish rapport

Be clear about outcome mine/yoursPOACHER model


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8. COMPLEX UNITY

6. CONSENSUS

4. OBEDIENCE

2. TRIBE

7.CONNECTIVITY

5. REASON

3. POWER

1. SURVIVAL

Vertical Development

The 8 Codes We Live By


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Day Two ~ Backtrack

Frame learnings fromDay 1

A from each group

NLP attitudes ~ reportasif


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Calibration SkillsMajor indicators ofstate change: breathing

muscle tone skin coloration

eye focus & accessing

lip colour & fullness

posture hand & foot movements


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Calibration 1Concept:

is an example of pattern detectingrequires skills for measuring & comparing

Principles:Mind-body is one systemAll behaviour is observableYou cannot not communicateNVC is the highest quality feedback

Mercedes ModelStimulus > Response > State change


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Calibration 2Processes:

Stimulus > ResponseObserve > Calibrate >

Compare > CheckUse sensory based evidence,

not assumption


Work with 3 contrasting statesUse OCCC format [above]


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States 1Concept:

Your current state of being; the attitudes youcurrently use to filter and understand your realityHow you feel at any given moment

Principles:Mind-body is one systemYou can control your stateYou can change your state and that of othersMercedes Model


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States 2

Processes:Establish rapportElicit an experience in order to notice

its structureContrast two or more different experiencesCalibrate each responseBreak stateRepeat & Test


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Sensory PreferencesVisual

Auditory

++

Kinaesthetic

OlfactoryGustatory


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Eye Accessing Patterns

10Visual Visual

Auditory Auditory

Kinaesthetic Auditory [Aid]

For a normally wired up person:

Construct

Recall

Construct Recall


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Multiple Perspectives

1st

2nd

3rd

MeI

YouOther

More neutralDispassionateDistant


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2nd Position ActivityProcesses:

To develop skills in sensory awareness and inplacing your entire attention on another personInternalise differences between 1st, 2nd, & 3rd positionsTo use creativity and calibration to enter anothers

reality -- uptime


B: Pay attention to As language, eye movements, nvc,breathing, vocal qualities, etc

A: Be fully associated into 1st position


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W

INN

ER

Individualise learning strategies. vakogNose out the meaning.

Nail down the memory.

Express your learning.

Review the process.

Whats in it for me?

WIIF

M?

Accelerated Learning


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StateAttitude[Purpose]

SpecificQuestionsSequence/PatternStep by step[chunks]Strategies:

LearnerstyleRelationsh

ipSelfesteemResponsibilityModelsControl

Learning ~ How? Learners needs

Stuff to be learned

The Structure of

Learning


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Day Three ~ Backtrack


A from each group

Report on homeplay


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CONCRETE

ABSTRACT

ACTIVE

REFLECTIVE

PARTICIPATION

OBSERVER

WHYQUADRANT

Teacher role:MOTIVATOR

WHATQUADRANT

Teacher role:TEACHER

HOW

QUADRANT

Whats in it forme?

What are thefacts?

How does thiswork?Teacher role:COACH

WHAT IFQUADRANTWhere can I applythis?

Teacher role:COLLEAGUE

Kolb/McCarthy LearningStyles

[35%]

[22%][18%]

[25%]


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The Structure of Success [3

Pillars]Outcome: Knowing what you want helps you get itAwareness: Keep all your senses open & alert to responses



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The Structure of

InfluenceOutcome: Knowing what you and others want helpsyou both win

Awareness: Keep all your senses open & alert to responses


Add Rapport = The Structureof Influence


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1 1 Rapport Skills

Physiology: nvc, posture, expression, gesture etc

Voice: tone, speed, volume, etc

Sensory Language & Backtracking

Breathing

Energy, mood, knowledge, values & beliefs


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Rapport 1

Concept:Rapport is a state in which two or more peopledevelop a channel of attention to each otherthrough which information can flow

Principles:We like people who are like usBehaviour is the highest quality feedback

Life is systemicRapport is non-judgemental


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Rapport 2Processes:

OAFCalibrationEye movementsUptime/downtime

Match/mismatchLanguage Predicates1st & 2nd Positions

Procedures:1. Listen > Pace > Listen > Pace > Listen > etc2. Pace > Pace > Pace > Lead > Pace > Lead > Lead


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Pace and Lead

Continue tolead

Pace a persons or groupsmood, energy, knowledge,

behaviour, values, beliefs etc

Continue to pace

They respondStart to leadThey dont

respond

How do you test for rapport?


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Building Rapport with

GroupsShared outcomesTouch all basesPace & Lead

Share the picture on the boxGeneral > Specific use real world examplesDemonstrate relevance and benefits: WIIFM?Be authenticStories, analogies, metaphors, creativityListen, validate, respect


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Anchoring 1Processes:

Identify an LTR situationIdentify a powerful resourceCalibrate to peak of responseAnchor to well formed criteria

Well formed criteria for anchoring:1. Outstanding memory [stimulus]2. Purity: exact state you want

3. Site is unique & easily replicable4. Fully associated into K state5. Anchor at peak of intensity


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Anchoring 2

Procedure Stage 1:1. Think of an LTR situation in which you would like

to have more resources.2. Think of a powerful resource you would like to have

in this situation.3. Recall a time, in any context, when you had this resource.4. Allow yourself to fully re-experience it as if happening NOW

What are you seeing, hearing, [O & G?] and FEELING?5. Calibrate to peak of experience.6. Break state.


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Anchoring 3

Procedure Stage 2:Decide on a location for your anchorRe-experience the memoryAs the K response builds to a peak FIRE YOUR ANCHOR!

[hard enough so brain-body notices]Let go at peak of the experienceFully break state

TEST: fire your anchor and notice the responseYes: congratulate yourself, you have an anchorNo: repeat phase 1 fulfilling all well-formed criteria


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Anchoring 4Concept:

State management is any stimulus that achieves a consistent response

Principles:Mind-body is one systemPavlov: behavioural conditioningStimulus > responseCalibration: self & otherMercedes model

Any significantmemory will evoke a powerfulkinaesthetic response


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Day Four ~ Backtrack


A from each group

Report on homeplay


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Concept:Time is an abstractionA time line is an abstraction of an abstractionThe unconscious mind processes symbolically

Principles:There is no other time but NOWPast & future are no more than sensory codings

The mind cannot tell the difference between whatis real and what is imaginedThe unconscious stores all past experiences

Timeline 1


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Processes:Create a timeline & a metapositionAccess resourceful statesBring resources from past into present and future

Procedures:See Manual p 54

Meta-position [offtime-line]

PAST NOW FUTURE

Timeline 2


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Are these examples of feedback based on behaviouror identity?

Why are you so rude?stubborn?difficult?etc?

Why are you such a $!?*>#!?

Feedback


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saw1. What I heard was + description of behaviour

noticed

2. And it made me feel + description of effect

3. And what I suggest is + at least one example ofan acceptable alternative

The Feedback Model


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Concept:We do not deal with reality directly but indirectlyvia our nervous system & sense receptors The map is not the territory [Korzybski 1993, 1994]

Principles:Walk a moon in my moccasins if you want to know mePerspective

Physicalisation of thoughtSpatial perceptionAssociation & Dissociation

Perceptual Positions 1


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Processes:Creativity: seeing differentlyShifting perspectives on 2D drawingsSee the world from 3 perspectives

Procedures:Establish rapport

Brainstorm possible interpretationsChallenge & be open tointerpretations of others

Perceptual Positions 2


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SurfaceStructure

Deep Structure

Noam Chomsky:Transformational Grammar

Vague Communication

3 Processesoperating

between deepandsurfacestructure:

Deletion Generalisation Distortion


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ADVIL

Nothingis proven to

work moreeffectively

Painkiller advertisement on London Underground

Vague Language 1


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How many Fs in the following sentence?

The Friends Provident Society of EastFakenham

found fifteen types of error in their first

quarteraccounts of nineteen fifty five.

Vague Language 2


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Pat OReilly, the MD of

BlackrockEngineering Co. [Cork]

summoned

Jo the senior secretaryinto the boardroom

Vague Language 3


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A woman without her man isnothing.

A woman without her man, isnothing!

A woman. Without her, man isnothing!

A woman without. Her man is

nothing.

Vague Language 4


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Whats missing from thiscommunication

that I need to know about?

5 Key Types:Vague subject

Vague verbVague comparisonOpinion stated as factNominalisation

Deletion


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He gave it to her.Theyll be here soonI like beansIt was given to her

Challenge with:What, when, which,where, by who[m]. specifically?

******************

Challenge with:How?

In what way specifically?

He gave it to her.Theyll be here soonI like beans

It was given to her

Suzie went to ParisMy boss insulted meJohn touched Pam

Suzie went to Paris

My boss insulted meJohn touched Pam

Vague Subject/Vague

Verb


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New Buffo, now even betterI want to be a more caring coachI want to feel less pressuredI need to improve my coaching

Challenge with:How much better?Better than what, when,

where, whom, etc?On a scale of 1 10 ?

*****************************

[Obviously], that wont work.[Clearly], school is a waste of time.

Management is crap around here.

Challenge with:According to who? Who sez?

Judged by what criteria?What leads you to say that?

New Buffo, now even betterI want to be a more caring coach

I want to feel less pressuredI need to improve my coaching

Comparative

Deletion/Opinion


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EducationKnowledgeCommunicationRelationshipCoaching

Management

Turn nounform backto a verb

Thing >

process

EducateKnowCommunicateRelateCoach

Manage

Im having problems with my relationshipNobody gives me any respectI cant get no satisfaction

Nominalisation


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Is this an example of oneexperience beingtaken as true for all such

experiences?

3Types:Universals

Limitations: what is and isntpossibleDrivers: personal rules andregulations

Or an example of the speakersmodelof the world extending toeverybody elses?

Generalisation


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Its always difficult to learnAll teams present problemsEverybody thinks Im boring

Challenge with:Has there ever been a timewhen ? Always ?Seek exception

************************

I cant learn easilyIts impossible to work with X

These results cant be improved

Challenge with:What would happen if

you could?Whats stopping you?

Its always difficult to learnAll teams present problemsEverybody thinks Im boring

I cant learn easilyIts impossible to work with X

These results cant be improved

Universals/Limitations


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I must deliver this to deadlineI ought to be civil to my teamI should defer to my bossI need to work longer hours

must, mustnt, should,shouldnt, need to,ought to, ought not to,have to

Challenge with:What would happen if you did/didnt?

Check the validity of the rule. Is it useful or not?Often these rules were installed by parents/authority figureswhen young and have never been upgraded.

Drivers


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Framing is setting thescene

Some Types ofFrame:

Backtrack Outcome

Evidence RelevanceEcologyDiscoveryFuture Pace Time

Framing


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A story/metaphor: Batesons dolphin

A Case History: Eddie

Linguistic: Framing is easy

Problem or challenge?

Convincers: Advil

Experience: Ever been a time when ?Wouldnt it be useful to ?

Some Examples of

Framing


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Reframing is changing the scene

Reinterpretation: What else could this

mean?New Perspective: I had a boss once who

I had a client once who 2nd or 3rd Position: How would this look

from Mars?Linguistic: Theres too much change!

Company X didnt change atall and now theyre bankrupt.

Reframing


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Concept:Personal Value PatternsHow we sort and filter informationValues/criteria that operate at an unconscious level

Principles:Language is a secondary representation of experienceYou cannot not communicatecf. MBTI/Jung indicators of personality typeHelp predict state - Mercedes Model

Key rapport toolNOT a labelling device/right or wrong

Metaprogrammes 1


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Processes:Pay attention to language patterns

Procedures:Activity >write or speakread or listenshare and compare

Metaprogrammes 2


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GENERAL SPECIFIC

INTERNAL EXTERNAL

TOWARDS AWAY FROM

OPTIONS PROCEDURES

THING PEOPLE

SAMENESS DIFFERENCE

Some Key

Metaprogrammes


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General Specific:

Internal External:

Towards AwayFrom:

How do you know X? Where do youknow that?

Listen for amount of information &trigger words

Why is X important to you? Whatsimportant ?

Options Procedures:

Why did you choose/decideto X?

Same Difference:

Whats the relationship betweenX and Y?

Thing People:

Notice where attention isplaced

Key Elicitation Patterns


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Convincer Pattern 1

1. Gathering Information [Convincer Channels]

A two step process

What would have to happen for you to beconvinced that X is for you?

See Hear Read Do


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Convincer Pattern 2

2. Convincer Mode [Clinching the Deal]

Number of examples Duration

Consistent

Automatic

M t


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Whats important to you when..ing?

Elicit keycriteria

Why is . [each criterion] importantfor you?

Towards/Awayfrom

How would you know if you didwell? Internal/ExternalWhy did you chooseyour ?

Options/procedures

Whats the relationshipbetween ?

Same/Difference

How do you know X is worthinvesting in?

Convincerchannel

How manytimes would youhave to ?

Convincermode

Metaprogramme

Elicitation

D Fi B kt k


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Day Five ~ Backtrack


A from each group

Report on homeplay

mercury


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saturn

uranus

venus

earth

mars

jupiter

ne

p

tun

e

plutoPlanets


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SM = ESE +MR

SUCCESSFUL MEMORY =

Strategies:Contextualise

AssociateUse mnemonicsSearch out a meaning

Engage multiple intelligencesStep down & rebuild

Effective SensoryEncoding plusmental review/rehearsal/repetition

Structure of Memory

Use your senses:Visualise & imagineAdd sounds & repeat verballyKonnect with feelings

O, do it again/act it out!!!GO for tastes & smells???


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Is the speaker really takingresponsibility

for their experience?

4 Main Types:Mind ReadingBlame

Interpretation [ComplexEquivalence]Presupposition

Distortions


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Mind Reading: My boss hates me, I can tell

Challenge: How exactly do you know this?What evidence do you have for this?

********************************************

Blame: My colleagues make me angry

Challenge: How does what they do make you angry?How do you allow yourself to get angry as

a result of what theyre doing?

Mind Reading/Blame

I t t ti /P


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Interpretation: She never praises me, she doesnt appreciatemy work

Challenge: How does her not praising you mean she doesnt ?How do you come to make that connection?

What else might it mean?

**************************************

Presupposition: Are you going to tell me another lie?

Challenge: What lie do you believe Ive already told you?

Interpretation/Presuppos

itions


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Behaviour

Environment

Capabilities& skills

Values & beliefs

Identity

Beyondidentity

Where?When?Who with?

What?

How?

Why?

Who?

Whoelse?

Life Levels


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FUTURE

Your mentors

You

The Resonance Pattern


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Brain Basics

Flight or Fight

ReptilianBrain

LimbicBrainImmune system

Hormone systemMemoryEmotions

Neo-Cortex

LR

LogicReasonSequenceWordAnalysisDetail

EmotionCreativityFlowTonePatternBig picture


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The Magic Number

The conscious mind can only payattention to

X chunks

of information at any one time.

~ George Miller


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The Magic Number

The conscious mind can only payattention to

chunks

of information at any one time.

7+

-2

5 day nlp diploma

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