Jacobson Solution States

A Course In Solving Problems In Business With The Power of NLP
1. Auflage 1996
ISBN: 978-1-84590-203-2
Verlag: Crown House Publishing
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 272 Seiten

From understanding the 'problem space' to developing a 'solution state', this book shows you how to create workable, effective and ecological solutions to business problems. ' Take any problem you like ... and you will find Sid simply there beside you, pointing you in the right direction' Diana Beaver, author and trainer

Sid Jacobson has been working in NLP since 1978, and was one of the early trainers certified by the Society of NLP. Though beginning as a psychotherapist, he has worked broadly in NLP as a researcher, trainer and consultant to professionals, hospitals, schools, clinics, businesses and public and private organisations. He holds a PhD in Clinical Psychology and is an expert on the application of NLP to education and training. He founded and directs the South Central Institute of NLP in New Orleans.

Autoren/Hrsg.

Jacobson, Sid

Leseproben

The first thing that is important in solving any problem, in business or anywhere else, is in knowing who you are as a person, what we call identity, and your role in the problem. Without a clear idea of your relative position in any situation, you can’t be sure that any plan you implement will actually fit. There is no wrong way to take a look at your role, other than not to do it at all. So, the question becomes, ‘Where do I start?’ Well, there are specific things to think about, especially in terms of your beliefs and values, that I know will help you begin this process in an organized fashion.

First, do you believe you can make a difference? Obviously, if you don’t think you have any control over coming to a solution, you won’t be very effective. In fact, if you don’t believe you can do anything about it, why bother? Of course you may believe that you can do what needs to be done, only to be undercut by others who may be involved (maliciously or not). That kind of thinking won’t help much either. In fact any ‘negative’ thinking will probably get in your way sooner or later. Best to get it out of the way first.

One great place to start in exploring anything is to look at its underlying assumptions, or . In NLP, we have a useful way of thinking about people, their problems, communication, needs and values. In fact everything we do in NLP stems from these basic beliefs. It is not necessary that you agree with all of them; they are simply the ones, we believe, that allow us to be effective. Perhaps looking them over will get you thinking about your own basic assumptions, and how they might be at the root of this problem, or others you run into. Spend a little time on the questions and, if you can, take notes. They’ll help.

Presupposition 1: The map the territory.

This is a very old way of saying that our beliefs and ideas about how people, life and the world work aren’t necessarily accurate. They are just a guide, or map, of how things work. In this world, people don’t act on things because of the way those things actually are. Rather, they act on their own personal of how they are. It may be that you have been following some old rules or guides in your work (an out-of-date map) that are actually getting in your way, rather than helping you. Maybe it’s time for a new map.

Questions:

1. Do you run your business affairs (or your life) from some rigid set of rules? Where did they come from? Is it possible that, though they were effective back then, they aren’t as valid now?

2. When was the last time you realized that something you believed was ? How did you handle it, and change your thinking?

3. Can you remember a time when you something to occur, and something very happened instead? How did you adjust to this difference between expectations and actuality?

4. Have you ever found yourself disagreeing, or even arguing, with a co-worker or business acquaintance about some theoretical issue you had little or no experience of? Were you able to ‘catch’ yourself and admit that your ideas were just that, only ideas? Did you interrupt the argument and agree that the two (or more) of you simply had different viewpoints, each of which could enrich you?

5. Do you find changing your beliefs and expectations easy? How have you managed these changes when you’ve done them really well?

Presupposition 2: All behavior has some ‘positive’ intention. People make the best choices they perceive are available to them.

No matter how weird you think other people’s (or your own) behavior is, there is some good reason behind everything that they (or you) do. Sometimes you have to do a great deal of questioning and thinking to get it to make sense, but with patience and perseverance it will. Maybe you get stuck at certain times in your work and don’t yet know why. Or perhaps you believe that people you work with are evil, dangerous, stupid, or just don’t deserve to have you around. This kind of thinking can make your task very difficult, or even painful. If you assume that you have a good reason for being stuck, and that the other person has a good reason for being however they are being, then it can change your thinking enough to get you going in a better direction. You’ll learn more ways later.

Questions:

1. When you’ve been confronted with situations in which people have acted strangely, how have you managed to ‘step back’ from the situation and make sense of it?

2. Have you ever asked this question: ‘How is it possible that someone could think or behave this way?’ Or: ‘Under what circumstances (or in what context or specific situation) would this kind of thinking or behavior make perfect sense?’

3. If you were to imagine that you could see the world with the innocence and naiveté of a child, how would this (or any) situation look different? How would you change to adjust?

4. Was there ever a time when you thought someone was doing something to hurt you, but later realized they were really intending to help?

Presupposition 3: The meaning of any communication is the response it elicits, regardless of the communicator’s intent.

It is really easy to blame others for misinterpreting what we want them to do. Good communicators, in other words good business people, take responsibility for getting others to understand them. People respond to what they think they hear, see or understand. Assume that people are responding appropriately, then figure out you got them to do it or they must be responding to. It will make you think and communicate differently. You’ll also understand people much better.

Questions:

1. Can you think of a time when you gave someone careful instructions and they did something totally different from what you meant? Has this ever happened, and later, with clear hindsight, you understood how that person could have done what they did? Did this ever happen in a way that convinced you that you were ambiguous in your communication?

2. Can you remember an occasion in which you responded with anger to someone, only later to realize that you had misunderstood them? Did you promise that person, or yourself, to be more careful to understand from now on?

3. Have you ever made the conscious decision to be the best communicator you can possibly be?

4. What would your work (life) be like if you made the assumption that people responded appropriately to you all the time? Would it make you figure out how you get them to do the things they do, regardless of your actual intent? Would it make you think differently, and understand the people around you much better?

Presupposition 4: The mind/body relationship is cybernetic: a change in one part of the system will affect other parts.

Most people realize that our thinking affects us physically, even to the point of making us sick (or well). By the same token, if we are not healthy, or even comfortable, we won’t think very well. Think about how difficult it is to make reasonable, rational, intelligent decisions when we are upset or angry. If we learn to control our physical and mental processes effectively, there is very little we can’t do. And let’s not forget our immediate surroundings, our environment. We should live and work in one that is supportive of who we are and what we need, both individually and collectively.

Questions:

1. How long has it been since you stopped to ‘take stock’ of how you run your life, and your health?

2. What changes would you need to make in your thinking, the way you treat your physical needs, or your environment to give yourself every opportunity to live life to its fullest and healthiest?

3. When has there been a time when you realized the importance of using your mind to control your physical well-being? To exercise? Quit smoking? Lose weight? Become motivated, energetic?

4. How do you insure that you get a good diet, enough exercise, plenty of rest, and lots of healthy stimulation to keep vital?

Presupposition 5: There are no mistakes, only outcomes. There are no failures, only feedback.

Everything we do, successful or not, can be learned from. If we take results as feedback, they can teach us a lot about how to behave and live. People who kick themselves for their mistakes usually don’t take the time to carefully analyze the causes and effects; they’re too busy kicking. They don’t learn all they can. Those who don’t learn from their own history are condemned to repeat it.

Questions:

1. When was the last time you found yourself consoling a friend or loved one who had screwed something up? Did you notice how you did this with an attitude of support, without harsh judgment, realizing that, even though the outcome may have been lousy, the intentions of this person were worthwhile?

2. Have you ever done the same thing for yourself?

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