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November 29 - December 7, 2020
Neuro-linguistic Programming (NLP).
Generalization is about how we unconsciously generate rules, beliefs, and principles about what is true, untrue, possible, and impossible. Some women, for example, may have had several bad experiences with men and then come to the conclusion that men (i.e., all men) cannot be trusted. They develop the rule: Never trust a man.
Most people would agree that our behavior is different when we are with different people, at work, or at home with our family. They are not, therefore, descriptions of our personality, but rather a picture of how we are interacting with different environments or contexts.
Simply because a person has a certain pattern (or habit) in a given place and time does not indicate that they will have that same pattern in another Context.
(Note: The LAB Profile® does not measure skills, knowledge or attitude; rather it measures whether the person has the Motivation and Productivity Patterns that are suited to the tasks and the environment; in other words, "fit".)
People in a Proactive mode initiate. They tend to act with little or no consideration, to jump into situations without thinking or analyzing.
When in a Reactive mode, people tend to wait for others to initiate or until the situation is right before they act.
People who have a Proactive Pattern at work are suitable for those positions that require taking the initiative, going out and getting it done.
People who have a Reactive Pattern in the work Context are well suited to jobs that allow them to respond to requests. Representatives on customer service desks tend to be more Reactive. Many research and analytical jobs need someone who can spend a lot of time analyzing data.
Since most people at work are somewhere in the middle, they will need to think and do, respond and initiate.
Criteria is the term we use to describe a person's way of making distinctions about what is good, bad, awful, wrong, right, and so on. They are personal labels we give to our values; those things we value.
So, when a person hears one of their Criteria, the word itself will trigger the emotional response attached to it.
The easiest way to get someone to define their Criteria is to ask: "What is an example of something that was a challenge?"
Often making a decision, consists of choosing between two or more alternatives. One of the biggest favors you can do for a person who has many undifferentiated Criteria is to take them through a Hierarchy of Criteria, and then have them create a bottom-line cutoff point on what absolutely must be there and what is optional.
What do you want from this project? What do you want in a company? What do you want in a team? What's more important to you? This (holding out one hand) or this? You will find that it is very easy to build this into ordinary conversation.
Before starting a presentation, I will often look for the chance to ask audience members "What's important to you about this topic?"
People with a Toward pattern in a given Context are focused on their goal. They think in terms of what they want, goals to be achieved. They are motivated to have, get, achieve, attain, and so on.
People who have an Away From pattern notice what should be avoided and gotten rid of, and otherwise not happen. Their motivation is triggered when there is a problem to be solved or when there is something to move away from. They can become energized by threats.
Deadlines, for example, get these people into action. People with an Away From pattern in a given Context are good at troubleshooting, solving problems, and pinpointing possible obstacles during planning, because they automatically pick up on what is or could be going wrong.
They may have trouble maintaining focus on their goals because they are easily distracted by and compelled to respond to negative situations.
A great hint for all entrepreneurs looking for funding: if asked a problem-focused question by investors, start briefly with how to avoid the problem and then quickly shift to how you will achieve your goals.
If you want to hire someone motivated to perform the job at hand, determine whether the job is mainly goal-oriented or is mainly about troubleshooting.
People with an Internal Pattern in a Context provide their own motivation from within themselves. They decide about the quality of their work. They have difficulty accepting other people's opinions and outside direction.
People in External mode like other people's opinions, outside direction, and feedback from external sources to get and stay motivated.
Many people-management positions require someone who has a mainly Internal Pattern with some External. Managers make decisions and set standards.
One client of mine asked me: "Do you think I need it?" Proof that I had established credibility and that they had become External to me.
People with an Options Pattern in a given Context are motivated by opportunities and possibilities to do something in a different way. There is always another better way to do things. They love to create procedures and systems but are not so keen on following them.
People with a Procedures Pattern like to follow a step by step process. They believe there is a "right" way to do things.
Sometimes getting someone who is in an Options mode to make a decision can be hard, since choosing means eliminating options, which they don't like to do. They are motivated to have possibilities, so give them alternatives, but not so many that it is even more difficult to choose.
When you profile a position, ask whether the job mainly consists of following procedures or creating and designing systems and procedures? Is it setup and development, or maintenance?
People with a Sameness Pattern want their situation in a given Context to stay the same. They do not like change and may refuse to adapt.
Sameness with Exception people like a given Context to stay mainly the same but progress. They will accept change if the change is not too drastic.
People with a Difference Pattern love change; they thrive on it and want it to be constant and major.
To attract candidates with a Sameness Pattern, talk about maintaining, security, stability etc. To attract someone with a Sameness with Exception preference, mention developing, improving, growing, enhancing. For a position with many different, short projects, use language such as new, different, short projects, unique working situation.
People who have a Specific Pattern in a Context handle small pieces of information well. At the extreme, they cannot perceive or create an overview. They treat information in linear sequences, step by step, in all its detail.
People with a General Pattern in any given Context prefer to work on the overview, or at the conceptual level, though they can concentrate on details for finite periods of time.
People in a Self mode do not show many emotions, although they do have feelings. There is sometimes a time gap between when they receive a stimulus and when they respond to it.
They have difficulty establishing rapport because they do not notice other people's body language, and therefore they miss many clues.
When in Other mode, people have Automatic reflex reactions to people's behaviors. They are animated (for their culture) and respond to others with facial expressions, body movements, and shifts in voice tone.
Self behaviors overlap with typical behaviors from the Autism Spectrum such as some difficulties with gestures, eye contact, facial expressions and tone of voice. This does not mean that someone who is in a Self mode is necessarily on the spectrum; they are just in a Self mode.
People with a Feeling Pattern have emotional responses to the normal levels of stress at work. They go into their emotions and stay there.
People with a Choice Pattern first have an emotional response to the normal stresses at work and then either return to an unemotional state or not, as they desire, in any given situation. They have choice.
People with a Thinking Pattern tend not to have emotional responses to the normal stressful situations for a given Context. They may have trouble empathizing with others, as they themselves do not go into emotional states. They will not panic in most emergencies, but keep a cool head.
Feeling people may overreact, particularly in tense or conflictual circumstances. It would be useful for them to learn how to dissociate or cool off.
People who have an Independent Pattern in the work Context want to work alone and have sole responsibility. Their productivity suffers if others are around or if they have to share responsibility.
Proximity people want a clear territory of responsibility but need to have others involved or around, in proximity. They need well-defined responsibilities; to be productive and stay motivated, and their tasks must involve other people.
People with a Cooperative Pattern want to work and share responsibility with others. They believe in 2+2=5, the whole is greater than the sum of its parts, Synergy Principle. They may have trouble with deadlines and finishing tasks if they have to work on their own.
Cooperative does not necessarily mean that the person cooperates, in the usual sense of the term, just that they need to do an activity with someone else.
First, people will gather information in a specific sensory channel, (Convincer Channel), and then they will treat that information in some way (Convincer Mode).
