Changeworksblog.com

Robert Dilts, one of the co-founders of NLP, has recently posted an informative article on the topic of modeling.  Dilts says in his article, “Anyone who claims to know or care about NLP is aware that the process of modeling is the life blood of the field. The origin of NLP and its continued evolution come from the ability of NLP practitioners to model the verbal, cognitive and behavioral patterns (the “neuro-linguistic programs”) of exceptional people. It is frequently pointed out that the basis of NLP is modeling and not the “trail of techniques” that have been left in its wake.”

Within the realms of NLP there are two ‘schools’ of modeling – two distinctions – as prefered by the likes of John Grinder. Like Dilts, I tend to use the analytical modeling framework; although I have a passion for what I refer to as ‘implicit modeling’ and actually use a combination of both in my work. Yet there is also what Dilts refers to as ‘pure NLP modeling’ – this is the implicit or non-impositional form of modeling.

The difference resides principally in the degree of imposition of the perceptual and analytic categories of the modeler during the modeling process. – in the case of NLP modeling, the imposition is minimal; in the case of Analytic modeling, the imposition is maximal.

Read Dilts A Proposed Distinction for Neuro-Linguistic Programming article here.

Listen to our podcast to hear about our approach to modeling:

Podcast

Changeworks Blog

Found out more about Changeworks Communication on our revamped website.

Podcast

Changeworks Blog

In the final part of my interview with David Gordon, he talks about the application of this phenomenal technique in organisations. What are the characteristics of good modelers? Modeling is both art and science (in my mind).  This requires a level of skill and training (in particular a high level of expertise in NLP and questioning/listening (coaching helps too).  So it is quite an investment in learning that many are not willing to take. Creating the case for modeling in the corporate arena is not straightforward, however once they get involved they see the vast benefits and rewards that this technique offers for organisational learning.

Podcast

Changeworks Blog

I recently attended David Gordon’s advanced modeling course at the Northern School of NLP.  David Gordon is one of the founders of neuro linguistic programming and has spent more than 30 years developing the field of modeling.  In this 12 min interview (part 1 of 3) David explains what modeling is, what behaviours can be modeled and why modeling is important. 

You can find out more about David’s work and his new book ‘Expanding your World’ on http://expandyourworld.net/

Communication comes in two flavours: Communication and communication. Communication with big ‘C’ refers to the formal, planned communication programmes; the ‘big splash’, so to speak. By communication (small ‘c’) I am referring to the informal means of communicating with people: word of mouth, role models, mentoring, on the job training, one to one meetings etc. In organisations, we need both types of communication for communication to be powerful and most effective.

An interesting article in the New Scientist magazine, considers the transmission of communication through informal networks. Whilst this article puts an interesting slant on these ‘transmissions’ considering anything from moods (happiness, depression) to habit patterns and illnesses, what is interesting is the subconscious and rapid way that our peers influence our behaviour.

Recent research shows that our moods are far more strongly influenced by those around us than we tend to think. Not only that, we are also beholden to the moods of friends of friends, and of friends of friends of friends – people three degrees of separation away from us who we have never met, but whose disposition can pass through our social network like a virus. The fact that, seemingly, friends and peer groups are more influential than relatives or partners and spouses is even more pertinent to the transmission of communication at work. And gender is important, so the research claims: women observe and are influenced far more by other women and vice versa for men.

So what does this mean for organisational communication? There are two sides to this: the first that we need to recognise how powerful this transmission of ‘influence’ is in the organisation’s informal communication system. If employees are influenced more by those around them – in terms of attitudes, thoughts and behaviour – we need to know how to use this for positive influence in communication and change programmes. We also need to understand that this social influence can both hinder and help change communication programmes. And of course, what applies inside the organisation through informal social networks, applies even more powerfully outside the organisation. Think of the informal influence, negative or positive, that your salesmen, engineers and customer service staff have on your customers every day.

This influence is spread through a process of unconscious imitation – like the reflex action of our nervous system, this imitation by passes any conscious process and is performed highly efficiently by our brain and nervous system without any conscious interference or even awareness. Remember how infectious a smile is? I often walk around with a smile on my face, and I notice other people – complete strangers – smiling at me for no reason at all! I think they are nutters until i realise that they are simply and unconsciously copying me. This process of unconscious imitation – copying of behaviour – that we humans are so beautifully ‘wired up’ to do – facilitates in the ‘modeler’ (the person doing the copying) the experience of the emotion of the model. By copying that person’s smile with my body (facial expression, posture) i experience a ‘pale reflection’ of my model’s emotions. So by copying behaviours, I start to experience the attitudes, emotions and even thoughts of the person I am copying.

And what of the implication for organisational communications? By tapping into the ‘collective intelligence’ of social networks in the organisation we can ‘engineer’ the adoption and spread of new behaviour and cultural change. Viral Change (TM) offers a process for this, but it does require careful planning and facilitation (and an understanding of human behaviour) behind the scenes. Coupled with a strong ‘Communication’ programme, this can be a very powerful way to effect change and communication in organisations.

And what about applying this yourself? Whilst we might not be in complete conscious control of the process of social modelling, our brains take the shortcuts before we even know it; we can choose who we have around us who are likely to influence us. In 2009, do you want to be more happy or more depressed? More successful or more lazy? Whichever you prefer, think carefully about who you have around you – they might be more influential than you think!

Talk to us at Changeworks to find out how we use traditional and new media as well as behavioural change techniques to turn around performance and communication in organisations: info@changeworkscom.co.uk.