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| 2. TAKE A BREAK! - Kathleen La Valle |
| 3. "EACH" VERSUS "BOTH" - Tim North |
| 4. WHERE CAN I FIND IT? |
| 5. JOHN'S OTHER HOT PICKS |
| 6. SO, WHAT'S COMING UP? |
Content vs. Process - a Business PerspectiveJohn La ValleIn the natural occurrence of interacting with others, often something is missed that can have a dramatic impact on the success of each person. While most people are familiar with the terms "content and process, or even "content and form", these two contexts of application are best described as "What" and "How."In NLP terms, if we take an example of the visual modality, the "what", or content, becomes those elements, objects, that make up the image, whereas the "submodalities" of the image, the size, brightness, distance, etc. are the process. This is one way to "look at it." Have you noticed lately that the new "buzz word" or "buzz phrase" is "it's a process, it takes a while."? That's no exactly accurate. Streamlined processes are just that: streamlined. When someone says, "It's a process . . . it takes a while", or something like that, take that as an excuse that they are not getting the result and probably have no idea how to get it, or how to communicate well enough with others to help them get it. They have an opportunity to learn to communicate more precisely with others, and perhaps even with themselves. But, how important does each of these, content vs. process, become in any dynamic relationship, including that of managing others, educating others, even including ourselves? A few examples of how noticing the effects of each can offer the opportunity to be more effective: If the content is "what" is said, and the process is "how we say it", then how we say something is unarguably where we have the most probable opportunity for more success. Suppose I ask you to say this sentence aloud: "What are you doing today?", using a flat intonation, notice the effect. Now, without changing the content, keeping it the same, and changing "where" in the sentence you would place more emphasis where the work is bolded, notice how easily you can change the meaning of the sentence: "What
are
you
doing
today?" And suffice it to say that there is no process without content. No message to convey, no words, nothing else to change. Just think, you can listen to your favorite CD or MP3 through your portable player, but notice "how" different it sounds through you home theater system! In business, for example, one of the more challenging problems is not only the recognition of these dynamics, but sometimes the overdoing of the process. I
get
lots
of
opportunities
to
facilitate
difficult
situations,
often
between
manager
and
employee(s).
Simply
put,
the
employee
is
given
something
(the
what)
to
do,
or
what
needs
to
be
done.
Most
people
don't
mind
this.
It's
generally
known
as
an
assignment.
When
the
manager
also
includes
the
"how
to"
do
it,
the
employee
soon
becomes
disgruntled.
Generally
speaking,
most
people
don't
mind
being
told
how
to
do
their
job
as
long
as
they
are
"in
training",
but
once
they
are
qualified,
they
want
to
liberty
of
doing
their
job
the
way
they
deem
fit,
etc.
Now,
while
this
doesn't
mean
they
will
always
do
it
"correctly",
when
they
don't,
this
means
there
is
another
opportunity
for
correction. So, why is it that someone's job performance ratings are determined by 2 things: what they do and how they do it. Where is more emphasis placed when it comes time for that salary increase or bonus? It's usually on both: what they accomplished and how they did it. It's also usually in the "how" they did it that was at the bottom of their successful accomplishment. In any well formed job description are 2 categories: responsibilities and role. The definitions: Responsibilities:
What
the
individual
is
required
to
do. I can tell you now that most people have no idea what their role is for their job. When I was first a training manager in a company many years ago, my defined role was that of an internal consultant, and that role was clearly defined by my director. He expected that we carry out our jobs in Human Resources as internal consultants, and not as the "people police." Another example: Kathleen and I were once commissioned to put together some training manuals for a company. This was based on our ability to elicit information and then present it in a way that made sense to the everyday person. Our first question to ourselves was, "How are we going to carry out this project most successfully?" The client company piled all of their manuals on us, including those from equipment manufacturers, vendors, etc., which well described their expectation of "what" should be in those manuals. But the real key was not what was going to be in the manuals, but "how" to get the employees to use them! And so Kathleen and I decided that we would have the employees put together the new manuals. We would organize the employees, facilitate them, teach them how to elicit good information from others, give them tools for getting the information recorded, facilitating their own meetings, reaching deadlines, etc. etc. Basically, this became a large, although well organized, and well run "team building process", as well as culminating in training manuals that the employees themselves put together. We only had to publish the manuals to look like training manuals. And, of course, be responsible for the process for which we were hired and to help deliver the results. Now you may ask, "So what good was this process?" First, all the employees had to work together to accomplish this. Second, they had training manuals that they all agreed on. Third, they didn't have to use the training manuals much because they all became trained "in the process" of putting together the training manuals. And fourth, they now had training manuals they could "use" if and when they had a question and fifth, they had credible, useable manuals when they had to train new employees because they were proud of the manuals! Then there are meeting dynamics: What is the meeting for? How will it be conducted? And I can go on and on. The danger with paying too much attention to the process is just that. Some organizations (and governments) pay so much attention to the process that it becomes a game and nothing gets done, decisions don't get made or executed. They devote the process to the process and become overburdened with "how to do this." Some very high performance managers we know have some of their subordinates read their mail and respond for them. Do you think this a a good "way" to develop people, or is it taking the lazy way out? Would you have them read everything? Respond to everything? Have meetings with them first to discuss "what" they've read and "how" they might respond? Is this a good career developmental process? When subordinates have made a decision, do you argue with the decision? Do you ask "what" they decided then argue? Do you ask them "how" they decided this? Remember, the content must be there, or there "no thing" to communicate. The process must be there in order to carry it out successfully. Both are necessary, and so now the quality issue becomes the marriage of both. There are so many opportunities for looking at the dynamics of interactions, I'm wondering what you will notice next and how you will make changes to it for yourself. NLP is more about "process". So What would YOU do if only YOU could? and How would YOU do it? How we do it is very different than how others do it, and we can teach it to you Find out more in our upcoming NLP Practitioner and NLP Master Practitioner Programs and Charisma Enhancement® (NLP Trainer Training) in the USA this July with Richard Bandler! Enjoy, ©2012 La Valle, all rights reserved in all media
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Take a Break!by Kathleen La Valle
I am the queen of the game "beat the clock" and I know well the stress in that game. How many of you remember the TV game show by that title? The problem is the more stressed we become, the faster our internal clock goes and the quicker time seems to fly by. And that adds to the stress! Vicious circle indeed! Over the many years that I have studied and then eventually started training NLP, I am still amazed at how the simplest idea or technique that I learned can have the most powerful impact. Let's unravel that vicious tangle for a moment. I call it my "Ahhhh Break". What is the sound you make when you sit down in your most comfy spot? What is the sound that you make when you sit down into a nice warm bath? Or finished some hard task? Got it? For most of us its "Ahhhhhhhhhhh!", said with a deep exhale at the same time. In that moment your body rests, it slows down a little and your neurology relaxes. Even if you tried it right now, fully aware of what you are testing, it is hard wired and you feel more relaxed. It only takes 15 or 20 seconds at the most so I am sure no matter how busy you are, there is time for the "Ahhhh Break". I have found so many uses for this. Before I am about to make a phone call that might be stressful, or if I am frantically looking for something I misplaced, or I just need to slow down time a little in my mind. Now to make this work best for you it is important to do it fully! Take a deep breath and let all that stress out in a nice exhale and say, "Ahhhhhhhhhhhhhhhhhhh", trailing off as you finish the exhale. It is a great way to clear your mind and give your neurology just the right mix. As Richard says "you are your own bartender". Its quick and easy to do, as are so many things we teach in our seminars. We continue to train other people in what are truly the essence of NLP in it's purest form, and how it so quickly impacts how much better you can do things, even on a daily basis for yourself! That's one reason we get so many people who come and learn NLP. They get to learn easily . . . Thanks,
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"Each" versus "Both"by Tim NorthNote from John: so which ambiguity do you think this refers to: My first correspondent this month, Adam, wrote in with a question about word usage: "There seem to be occasions when 'each' or 'both' are used interchangeably", eg:
These words are certainly similar, but they have subtly different meanings. For example, "They each have a car" makes clear that there are two cars. "They both have a car" might possibly be misunderstood to mean that they share one car between them. It's best to use "each" when you want to refer to the individual members of group separately, as in the first example above. Similarly, "Each of you may invest $10,000"
suggests that there may be two (or more) investments of this
amount. "Both of you may Adam continued: There's certainly nothing obviously incorrect with any of the examples that you've provided. The each-both distinction is rather subtle. Thanks for the question. Hope this helps. Hope this helps. ©2012 Tim
North
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