Innovations in NLP

Innovations for Challenging Times

L Michael Hall, Shelle Rose Charvet, L Michael Hall, Shelle Rose Charvet, L. Michael Hall, Shelle Rose Charvet, Shelle Rose-Charvet

• Publisher: Crown House Publishing
• Year: 2012
• Print ISBN: 9781845907341
• eBook ISBN: 9781845907754
• Topic: Personal Development
• Subtopic: Mental Health & Wellbeing

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.

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-reflexive consciousness. 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 transformational leadership 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 gr...

Table of contents

• Cover
• Title Page
• Preface
• Table of Contents
• Introduction
• Part I : Innovative Models
• Part II : Innovative Applications
• Part III : Innovative Tools
• Part IV : Innovative Communities
• Appendices
• Appendix A : Book Design
• Appendix B : Requirements for a Model
• Innovations in NLP, Volume II
• Index
• Copyright