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Strategy Elicitation:
Let's elicit some strategies. What follows are
transcripts of actual strategy elicitation:
As we sit across from our
good buddy Dave here, and say, "Love your car, Dave.
Where'd you get your car?" And Dave says, "I got it at the
Plymouth dealer" and he holds eye contact with us, right?
So Dave's one of those guys whose got a "look-to-talk"
rule. And so, then what do we do? We change our eyes, we
shift our eyes away from Dave, and we say, "So, what did
you do, you walked into the car lot and the car jumped out
at you and you bought it." And Dave says, "No, not really"
and accesses kinesthetic. (Hold on a second, Dave.) We
don't have a whole lot of information there yet, do we?
(OK, go ahead. --Dave moves his eyes...)
So, we've got Dave's whole strategy right there. We have
got Dave's whole strategy in the eye patterns. And what we
have is:
We could also ask Landon (age 7). Landon, how do you know
when a toy is a good toy? (Landon responds without moving
his eyes.) He was actually looking at me. You have to tell
them, too. How do you know -- let me ask you the question
again -- How do you know when a toy is a good toy? ("When
I play with it a lot".)
So, what he said was, "When I play with it a lot." and
what he did was moved his eyes in certain directions. And
so the first thing he did was he moved his eyes up and to
the left, and then he moved his eyes down and to the left,
which is kinesthetic. So, Landon, let me ask you again,
how do you know when a toy is a good toy? Look at his
eyes.
Now, what he did in this case was he moved his eyes down
and to the right, which was auditory digital, so he was
repeating back the question, "How do I know when the toy
is a good toy?" He moves his eyes up and to the left so he
creates playing with the toy in his mind and he checks out
his feelings and sees if he feels right. (Is that right
Landon? So, you play with it a lot, and then you see how
it feels, yeah?) And when I said that, he just moved his
eyes down and to the left -- kinesthetic.
When you're eliciting NLP
strategies from eye patterns, you may find that you get a
visual construct or a visual recall and it's actually a
visual external. Typically when you see a visual-recall
right at the beginning, it's a visual-external. Or it may
be a visual constructed, and so the question will be, how
are they constructing it? You may also find that they move
their eyes back and forth:
In this case, note it as Vc/Vr. Vc/Vr indicates a
comparison. First, a constructed (or it could be
remembered), and then it's compared to a memory (or the
construct). This eye pattern simply means that there's a
comparison that begins the strategy. In either case, it's
not absolutely necessary to make the distinction between
recall and external when constructing embedded commands
using this sequence.
Now, let's elicit a
strategy from Craig's eye patterns only. "Craig,
(dahling...) I love your watch. Did you buy that yourself?
(No.) I love your shirt, Craig. Where'd you get it? Were
you by yourself for your decision? (No.) Craig, I love
your car. Did you buy that yourself? (No.)
Now, why did I say, "Did
you buy that yourself"? I wanted to know if Craig made the
decision by himself, or if somebody else assisted him on
it, because the decision with somebody else, when they're
right there, is going to be different. (Craig says that he
did buy a dishwasher himself.)
So, Craig, I love your
dishwasher, where'd you get it?
Now, notice that Craig moves his eyes up and to the left,
then to the right, and then he moved them down and to the
right and then to the left (as you look at him). Then he's
done.
We've seen him do it
twice. Each time I ask him to get back into the strategy,
he does the same thing. So, if he does it several times in
a row, you can be pretty sure that's his strategy. So,
where'd you get it, Craig? So... what... you walked into
Sears and it jumped in your lap? OK, now this time he did
go over and access kinesthetic.
What you want to do is
you want to throw him off -- so, you ask him, "Did it jump
in your lap", "Did it jump on you", "Did it pop on your
back", or "When you got that watch, did it..." But you
don't want to use something that leads them into a
strategy. So, you don't want to say something like, "Oh,
did it shine brightly, so that's what you wanted?" No,
because that's going to lead them into visual. Or "Did it
call your name?" -- that's going to lead him into auditory
tonal. Or, "Did it have a better feeling?" You don't want
to lead them, however, what you do want to say is
something that throws them off that allows them to think
freely and also breaks eye contact.
So, let's go back to the
very beginning. Craig, you walked into Sears and what
happened? And this is what we saw:
What we see is: visual
construct,visual recall, auditory digital, kinesthetic.
OK, so you're walking into Sears and you ask for their
dishwashers ... (and, by the way, walking into Sears and
asking for the dishwashers is not part of the strategy,
no. We're not there at the trigger point of the strategy
yet, based on what he's telling us ...) So, what did you
do? ("Went over and looked at it.") So, you walked into
Sears and asked where the dishwasher was. You asked the
salesperson questions about the dishwasher you wanted to
buy.
Now what we're doing
here, is we're checking to make sure we got the eye
patterns making sure we recognize them correctly. So, you
walked into Sears, asked where the dishwashers were,
walked over to the dishwashers. ("Yeah, and then I picked
out a dishwasher.") Aha. Now, see, he didn't give us that
verbally before, did he? He said, "I picked out a
dishwasher". So you saw a dishwasher that you wanted. ("Uh
huh.") How did I know that? I saw his eye patterns, right?
OK, so you saw a dishwasher you wanted, then what did you
do? ("I got a salesperson to see if it had a certain
criteria that I had.") Whoa! Is that auditory digital, or
what? So, he runs through his list of criteria.
OK, Craig, so we're going
to go back, here we go back again, you ready? So, we're
going to go back again, and as you go right back to that
time, you walk into Sears. Now, why am I saying this
again? To get him right back into the state. You're
walking into Sears and you say, "Hey, where are the
dishwashers?" And they're over there. You walk over to
where the dishwashers are and what? ("I saw the ones on
sale.")
OK. Now we've got more
criteria, don't we? "Saw one that was on sale." Now, was
that a major criteria for you? ("Yes, it was.") Ah, OK, so
you just gave us another criteria. That's why we want to
loop, loop, loop, keep testing, keep testing, keep
testing. OK. You walked over to where the dishwashers were
and you saw one on sale, and you liked it. What was it
that you saw about that dishwasher that caused you to know
that was the dishwasher you wanted to get? ("I wanted a
portable that could be permanently affixed, and after
talking to the salesperson, I found out that this one
could be permanently affixed.") OK, now what we've got
here are criteria. We don't necessarily have the decision
making strategy yet, by the way. But we have criteria that
are probably part of the motivation strategy. Now whether
he got them later or not, is not really important. If
we're selling him something, we do know that sale prices
are criteria for him, especially on the dishwasher.
So you saw the
dishwasher. But what was it about what you saw that caused
you to know if that was the dishwasher? ("A sign on the
top that said the price I was within the price range that
I was looking for. Also, the color dishwasher was red. A
criteria of our kitchen -- that it would match with the
kitchen.")
Very good. We have some
visual sub-modalities. So now the color. Now he's given us
Ad criteria before. So, let me ask you a question, did you
check the color first, or did you check the price first?
("I checked the price first.") You did check the price
first? ("Because usually they have all the colors...") So,
you checked the price first because you knew you could
have any color you wanted. ("Yeah, well, at Sears".) OK,
so you saw the dishwasher you wanted and you checked out a
bunch of criteria. Now at that point when you checked out
a bunch of criteria, you talked to the salesperson, got
the criteria. Did you then -- now he just moved his eyes
over to kinesthetic -- he just finished the eye pattern
for us. Thank-you Craig!
I talked him through it,
and at any point I can get him to re-access the eye
patterns again. He just accessed kinesthetic. So I'm going
to ask him just to be sure. Craig, at that point, when you
finished talking to the guy, did you know that was what
you wanted to buy, or did you have a good feeling about
it, and then you knew? ("Actually, I knew it was what I
wanted to buy, but I accessed my feelings because it was a
shared appliance, something I wanted to make sure that
everyone else was going to use. So I accessed my feelings
... I knew that I accessed.) So, it was OK with you, but
you wanted to check your feelings out to make sure
everybody was OK with it? ("Right"...)
Now, so we've got that
particular strategy we know that that was how he made that
decision. The question is, will a kinesthetic exit
generalize to all his other decisions? My guess is that it
will.
So, now we run just a
little test so that we can be absolutely certain. That
kinesthetic exit is just a guess on my part. It only comes
from having elicited a lot of strategies, you know, along
the way. But, let's test another strategy of Craig's.
Craig, do you remember when you bought your last
lawn-mower?
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When we asked him that, he flashed back and forth, visual
construct / visual recall. He constructed his last
lawn-mower. Or he constructed what he thought it ought to
be and then he went over to visual recall and remembered
it. And that wasn't the strategy yet. So, Craig, what
happened when you bought your last lawn-mower? ("It was
sitting in a box at the office that we had gotten on a
trade, and then I could get a half-price deal on it.") So,
do we have a sale coming up as another criteria? Yes, I
think we do! Well, he saw the box, knew he could get it at
a good price -- criteria. And, at that point, did you have
a feeling about it, and knew that that was what you wanted
to do? ("Well I knew that it was a good lawn-mower...")
He just got to the end of
his strategy and when he said that, he accessed his
kinesthetic again. It's apparent that he gets enough
criteria till it hits his kinesthetic plus button and then
he's done. And you saw that, right? Good. That's his
strategy -- his decision making strategy, which is part of
the buying strategy, is see something (Visual external),
and that it meets your criteria (Auditory digital), and
you feel good about it.
In this strategy, if you get an AD plus (meaning it meets
his criteria), it's followed by a K. If not, you loop back
to visual external. Because, if it doesn't meet your
criteria, you're back into looking some more. Now, is that
true? I'm just hallucinating now, wildly, I might add.
You're the one whose strategy it is. ("Yes")
In the case of the
lawn-mower, he made a picture in his mind. So you made a
picture, or you recalled a picture, and that's what I
mentioned earlier. In the case of the dishwasher, he went
to Sears and saw the dishwasher. In this case, he didn't
see the lawn-mower, but he either created or recalled that
the lawn-mower was in the crate. Now we can make some
really fine distinctions here and we can test it, right?
So, as you go right back
to that time, and you go right back to the office -- and
he's flashing his back and forth between construct and
recall and then he ran his whole strategy just then for
us.
And it was recall, wasn't it? So, you recalled, your eye
pattern said it was recall. So you recalled the -- is that
right? ("Yes") Craig recalled the picture of the
lawn-mower in the box and said, "Hey, I know I can get
this on sale" -- criteria, criteria, and then he felt good
about it. So Craig does operate on his feelings. He comes
out of that with a K plus. So what I would say is that
there was a visual-external or a visual recall, and what I
usually write is visual recall.
When I'm doing strategies
from eye patterns for the purpose of doing embedded
commands, I only note the eye patterns that I see, because
I'm only noting the actual eye patterns. AND, if I'm doing
this only from eye patterns, I don't question you like I
am now. If I'm actually doing a formal elicitation, I will
note Visual external, and question much more closely.
 OK, so then we go --
visual recall, auditory digital, kinesthetic, and the loop
back is from auditory digital back to visual. And if, for
example, Craig, you had made a picture of the lawn-mower
and gone to your boss, and he said, "Well, there's no way
that I'm going to sell that to you for half price, you're
going to have to pay full list." What would you have done
then? OK, so you would have gone to their client and so,
what he got was a K minus. So he's got to go look for more
lawn-mowers, or since he's already motivated --this is not
his motivation strategy, it's his decision making
strategy.
We've done two strategy
elicitations, both so far, of decision making NLP
strategies, and note that features, criteria, being on
sale -- all of that information is auditory digital --
criteria. It "makes sense".
Extended questioning when
eliciting NLP strategies from eye patterns can help you
gain greater precision in strategy elicitation. It's a
very effective technique and you may, at times, need to
get a little more formal with it in order to fill in the
submodalities or discover the criteria.
Now, the next step before
utilization, by the way, which we should do right now, is
to go back and to elicit the sub-modalities of Craig's
strategies to make sure that we have the submodalities of
each major piece of the strategy.
Craig, as you go back to
Sears and the dishwasher, what was it about what you saw
that caused you to know that it looked right? (By the way,
the major tests are Visual - Looks Right, Auditory Tonal -
Sounds Right, Auditory Digital - Makes Sense, Kinesthetic
- Feels Right.) Craig, earlier, you mentioned the color.
("Yeah, the color matched the... really, the color was not
important because I was at Sears and I knew I could get
the color I wanted.") And you saw the right color. ("And
the right color happened... actually the one that was
delivered to my house was the one on the showroom floor.")
And it was the right color. Good. Was there anything other
than color? Was it shape? Was it the way... was there
anything else about the way it looked? ("No")
OK, let's go to
lawn-mower. When you imagined the lawn-mower, what was
important about the way the lawn-mower looked? Did color
have anything to do with it by any chance? ("No, it was in
a box. Well, it was red, but I don't really think...")
What color was your dishwasher? ("Green, like the
refrigerator.") Ok, so there's no commonality this time,
and sometimes when you do something like this, you will
find similarities in the strategy.
Now, let's get over to
the auditory digital section of the strategy with Craig,
because Craig is probably more AD than your average street
person. I don't know why, but... Ok, Craig, so let's talk
about the criteria.
On sale is a major
criteria. What other criteria are there? In the terms of
the dishwasher, there was size. ("Now") Ah, so can you
have it there now? And what about the lawn-mower? Was
having it right away important? Supposing your boss had
said, "Yeah, I'll sell you the lawn-mower at half price,
but you need to wait two weeks, because we want to do a
display." You had to have a lawn-mower -- OK. So you
bought it. What we've got is two major criteria. One is
sale price and one is "I've got to have it right now". Not
unusual, by the way. So a major criterion for Craig is
"now". What other criteria do you have as you think about
it? As you go back to the lawn-mower, for example? What
other criteria are there that existed? ... Easy. Easy. Ok,
easy to do. If the dishwasher was hard to do, would you
have not done it? ("I would have weighed that against
having someone else do it in terms of price...") Did you
buy the dishwasher alone? ("Yes") So, if the dishwasher
was hard to use, you would have ... gotten another.
("Yes")
We've got Craig's whole
strategy here--easy, on sale, you can have it now -- his
major criteria. And by the way it's very easy to use that
to feed back to Craig ... and Craig, here it is (holding
up a pen), so you know you don't have to wait. Look at
him, he's ready to go.
The Steps in Strategy
Elicitation: All right. So that's elicitation from eye
patterns and then we went around a circle and checked it
several times. And if you can't read eye patterns, you can
use the script which we covered earlier. To formally
elicit NLP strategies, here are ten steps:
STEPS IN STRATEGY
ELICITATION -- OVERVIEW
1. Make sure you're in Rapport with the person.
2. Set the Frame.
3. Get into the Specific State you're eliciting.
4. Follow the Outline (below).
5. Make Sure that the person is in a Fully Associated,
Intense, Congruent State.
6. Anchor the State.
7. Make sure the state you elicited is intense [if not,
select another state, or check your own state].
8. At each step, fire the anchor to assist them in
accessing.
9. Elicit Modalities until complete.
10. Then go back and elicit the sub-modalities.
STEPS IN STRATEGY
ELICITATION
1. The first step is to get in a rapport. That's very
important in any process. We've talked about that in a
previous chapter.
2. The second step is to set the frame. What you want to
do is to set a softening frame. The softening frame in
this case might be, "You know as we sit here talking about
your business, I'm really motivated to ask you some
questions that will allow me to serve you better."
3. Then you want to get into the state you're eliciting.
So, in this case, if I was dealing with somebody, I'd want
to know their decision-making strategy prior to the time I
had to ask them for a decision, so I could present
information to them in a way that allowed them to decide
easily. So I would get into a decisive state--a state when
I made a decision. Now, if you're in rapport, that will
lead them into the state and make it easier for them to
access their own decision-making state.
4. Next, the formal elicitation text which we've given you
earlier.
5. The next step: After you've said, "Can you remember a
time...", and concurrent with anchoring, make sure the
person you're eliciting the strategy from, is in a fully
associated intense congruent state. That is, that they are
actually associated in the memory of the event.
(Associated means that they are looking through their own
eyes, and are not seeing themselves in the memory.)
6. Step number 6 is to anchor the state. (see anchoring)
7. Step 7 is just a check -- Make sure that the state you
elicited is intense. Now, that means it is a good state.
Meaning that you can fire the anchor (step number 8),and
get the same state again.
8. Fire the anchor. (Which is also useful if a guy says,
"Gee, I'm having trouble making a decision," and you're in
the process of enrolling him to be a client of yours, then
you can just fire that anchor and he'll go back into
decisive state. He won't have any trouble making a
decision.) Then in the process of eliciting strategies,
you can fire the anchor at each step to assist them in
accessing.
9. Then you elicit all the modalities until you're
complete, and go back and check it like we did with Craig,
and
10. Then go back and elicit the submodalities.
And, those are the ten steps in formal strategy
elicitation.
In case you run out of ways to get into a strategy
elicitation, here are some other things that you can say:
1. "Has there ever been a
time when you were really motivated to do something?"
(Motivation)
2. "What is it like when you're exceptionally creative?"
Or, "Has there ever been a situation in which you were
exceptionally creative?" (Creativity)
3. "Can you tell me about a time when you were best able
to do 'x'?" (a Skill)
4. "What is it like to "x"?
5. "Can you, 'x'?" or "How do you 'x'?" or "Have you ever
'x'ed?"
6. "Would you know if you could 'x'?"
7. "What happens to you as you 'x'
Any of those can be used to begin a formal strategy
elicitation, or even an informal one for that matter.
Strategy Utilization:
Now that you know how to elicit NLP strategies, the next
step is utilization.
Once you've discovered
what someone's NLP strategies are, the next thing to do is
to utilize or use that person's strategies in feeding
information back to them in a way that it becomes
irresistible to them. For example, you might want to
utilize someone's strategy in the process of assisting
them to be motivated in a certain way, or causing them to
want to do what you suggest, or in the process of selling
them something.
Once elicited, you can
then use the strategy as a framework for the information
you want to feed to that person, and in using the strategy
that way will present a structure of information to the
person so that the information becomes irresistible to
them or irresistible to their neurology, regardless of the
content of that information.
Feed the Strategy Back:
It's a very simple matter to feed the information back to
a person inside of their strategy, meaning you put the
information contextually in the form of the strategy that
they just gave you. For example, if a person's strategy
was visual, auditory digital, and kinesthetic, and if in
the auditory digital they were comparing criteria, you
could say to them, "Have you seen our proposal yet, so
that you can see that it meets your criteria and feel good
about it?" They would feel good about what you said, and
probably wouldn't be aware of why. More importantly, they
would also feel good about your proposal!
Let's say that you
elicited a strategy that was visual external
(submodalities-big picture), auditory digital, kinesthetic
(feels solid, grounded), and in the auditory digital part
they said, "Is this okay?", and then when it was okay, the
person would say, "Yes, this is the one." What you would
say to this person is, "I think you should take a good
look at this so you can see how it will fit into the whole
picture. I'm sure you will find that it will answer all
the questions we've been asking ourselves, and you'll
really be able to say 'yes', this is the one", and feel,
as I do, that this is the most solid grounded choice
available.
The way you present
information to someone makes a big difference if you
present it in the order and sequence that they process
information (inside their strategy), or if you put it in
an order or sequence that is different (outside their
strategy).
Obviously, you will want
to discover someone's NLP strategies and then fit your
communication into that order and sequence directly. We
were recently teaching someone how to do embedded
commands. (And essentially, by doing embedded commands
inside of someone's strategy, what you're doing is making
the embedded commands even more irresistible then they
already were.) As I was showing her an example of using
embedded commands and strategies, I used a "standard"
sequence visual - auditory digital - kinesthetic (which
was not her strategy). As we talked, she was having Then,
I put it inside her strategy (which was auditory digital -
visual kinesthetic), and she immediately understood it at
that point.
The first time I said,
"You will probably see in a moment that this makes sense
to you, and you can feel good about learning it." No
response. So, I pointed that out to her, and said "Well, I
think that you will probably discover this makes sense to
you as soon as you can see that it feels right." And she
went, "Oh, yeah, now I understand." The idea is, then, to
feed back the information to them inside their strategy.
The next step after
mastering embedded commands inside NLP strategies is to
enclose the entire sentence with a beginning and ending
temporal predicate. A temporal predicate is a predicate or
a word that deals with time. What are some words that deal
with time? Well, when, when are you going to, later, now,
soon... tonight.
We could say (assuming a
visual construct / visual recall - auditory digital -
kinesthetic), "I'm wondering (hypnotic language pattern)
how soon... " (which is a temporal predicate) "I'm
wondering how soon you will have the opportunity to look
at our proposal and recall, seeing that it meets your
criteria for feeling good about it tonight, won't you
(hypnotic language pattern). And so that becomes a very,
very powerful form of embedded command.
The magic number is three
presuppositions in a single sentence, which immediately
gets you beyond the conscious mind. He says when you get
to the magic number 3 in a given sentence, if you put
three presuppositions inside the sentence... actually the
following sentence had 6.
Given the above strategy,
here's the sentence: I'm wondering how soon [1] (assuming
they haven't even agreed to look at the proposal yet)
you'll have the opportunity to look at our proposal [2],
and recall seeing that it meets your criteria [3], so you
can feel good about it [4] tonight [5], won't you [tag
question-6]. Here's how it works:
So, what we have is a
hypnotic language pattern followed by a temporal predicate
at the beginning, and at the end, that collapses all 3 of
the embedded commands together into one highly
irresistible sentence. You can construct them any way you
want by putting temporal predicates at the beginning and
the end and putting the embedded commands in the middle.
How do you learn how to
do that? You discover their strategy, then (if you need
to) write it out on a piece of paper as you construct the
embedded commands. Then put the hypnotic language and the
temporal predicates at the beginning and end and say it.
You see, in the previous sentence there's also a command
to feel good about the proposal tonight as opposed to some
other night, which presupposes again that they're going to
look at it tonight, whereas we began by asking them how
soon, we now have ended up by suggesting that its going to
be tonight.
Now, while you were in
the process of eliciting someone's strategies you may also
have set some anchors.
When we do training for
retail salespeople, we suggest they use anchoring in
addition to strategy elicitation, and embedded commands.
When somebody walks in to talk to a salesman on the floor
that we're instructing how to sell, one of the things that
we suggest is that the salesperson ask the client, "Have
you ever purchased a computer (let's say it's a computer
salesman), that really works well and you felt really good
about?" And when the client or the prospective customer
remembers that, they're going to access that entire
strategy of buying that computer, aren't they? They're
going through and access that state. When the salesperson
asked the customer if they'd ever had a computer that they
felt good about and really worked well for them, they'll
have to go back and access a time if they did. If they
did, it's going to access a state of having a computer
that worked well for them, which you can anchor. Then you
say, "How did you purchase the computer?, which elicits
the decision-making strategy.
You say to them, "Have
you ever bought a computer you felt really good about?"
They're either going to say yes or no. So if they say yes,
or even if they say no, anchor that state! Assuming they
said yes, you've also got one or more anchors placed with
them at the time of eliciting the strategy. When you go to
close, you can do the close inside their strategy, and
feed back the information to them in exactly the same way
as they process the information, you can also fire the
anchors. So, with a positive anchor set, assuming an
auditory digital strategy, you can say something like,
"I'm sure as you look at our computer you'll see that it
meets all your criteria for computers, and that you can
decide that you want to do it (firing the anchor), don't
you? That's a visual auditory digital strategy. Okay?
And, if you get a
negative response to the question, "Have you ever bought a
computer you felt really good about," anchor it, too. You
can always use it to attach to an objection that they may
have in the future.
Strategy Design:
The next element in NLP strategies is design. Now, you'd
want to design a new strategy for a person if the strategy
they have is particularly inefficient or did not process
data well for them. For example, a client might have a
visual kinesthetic buying decision-making strategy. That
is, they see it, want it, buy it. "They want it" is a
feeling. And they might be in a situation where, "Hey, I'm
buying too much."
You can assist them by
adding another point to that particular strategy. There
are some things you should know. When designing NLP
strategies there are some things that are very important:
1. The person must have a
well defined representation of the outcome. It must be a
well designed outcome. We need to know what kind of
outcome we want as a result of changing the strategy. And
so, we go through the Keys to an Outcome and the Meta
Model and design a very well defined representation of the
outcome. Ask, "for what purpose..." why they want the
change.
2. Second, the strategy should use all three of the major
representational systems, that is, visual, auditory and
kinesthetic.
3. The third thing is there should be no two-point loops.
A two-point loop becomes a synesthesia (like a V-K
synesthesia). And a synesthesia loops around too quickly,
and is harder to get out of. If you're in a synesthesia
where you're going around in a circle, V-K, V-K, V-K, it's
really hard to break out of that kind of loop. Whereas, if
it's a three-point loop, there's more time in between the
going back and picking it up and going around again, and
if they have some auditory digital they can say, "... hey,
it's time to get out of here."
4. Which leads us to point number four, that is, after so
many steps the strategy should have an external check.
What we don't want to do is, what I've seen so many times,
people who have strategies, of course unconsciously
designed, where they literally go and they end up in this
auditory digital feedback loop where they're just
evaluating criteria, gathering more information, they
continue to get stuck in this Ad loop, where they talk
themselves right into and out of a decision. They go
Visual - Auditory Digital, should I make a decision? No
...gather more information ... talk yourself out ... they
end up in a very tight digital loop where they're just not
making a decision. So the point is to have a three point
loop.
Now, there are three more points about the functionality
of the strategy you're going to design. In the process of
designing a strategy, there are three more points that are
really important:
First of all the strategy
should have a test, and part of the test should be a
comparison of the present state, and the desired state.
Remember we said at the beginning of this chapter, that
typically there's a trigger or a test that feeds
information forward to the next test. The information
that's in the feed forward part sets up certain criteria.
In the comparison, the
strategy should have a test which is the comparison of the
present state to the desired state. That will give you
either a minus (go back and continue the strategy), or a
plus (exit successfully).
The second element on the
functionality of strategies is that the strategy should
have a feedback step, that is a representation resulting
from the plus or minus, that is a representation resulting
from the plus or minus that is the congruence or
incongruence of the test comparison, so that a strategy
when installed should have a plus and a minus place where
it goes back and loops back or where it exits.
Finally the strategy
should have an operation. This comes right out of the test
exit. The strategy should have an operation that is a
chain of representational and/or motor activities for the
purpose of altering the present state in order to bring it
closer to the desired state, that is, it should have a
series of steps, in other words, an operation should have
a series of steps or a chain of representational systems
or internal/external advance.
There are just a few more
observations about NLP strategies. First of all the
strategy with the fewest steps is probably better than the
strategy with the most steps. In other words, if you
designed a 23-point strategy for someone, and you're going
in and install it, forget it. What's a lot better is to
give them as few steps as possible to allow them to
achieve their outcome. So based on what our criteria is,
in terms of structural well-formed strategies, the
criteria would be somewhere between three and having as
few steps as possible.
Another point is that
having a choice is better than having no choice. So you're
going to install a strategy, make sure you're giving the
person a choice, rather than no choice.
You should take into
account the Direction Meta Program. It's important to take
into account whether the person moves Toward or Away From
in the design of the strategy.
Installation:
Finally, installation is a matter of rehearsal, swish
patterns, and chaining anchors installed to recall each
step of the new strategy.
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