Neuro-linguistic programming for change leaders : the butterfly effect /
We know a lot about change leadership. We understand how to design change programmes, and we know how to prescribe best practice change methods. Yet, despite all this knowledge, it is reported that up to 70% of change leadership projects fail to realize many of their objectives. The fault lines are...
Abingdon, Oxon ; New York, NY :
- Cover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; List of illustrations; Foreword; Introduction to the book; PART 1: The theory and operational context of NLP; 1. Conscious leadership; Introduction; Defining the change leader; The conscious change leader; Meta-reflection; A confession; Origins; The map is not the territory; The birth of the reflective practitioner; The wider context; Conclusion; References; 2. NLP as a field of applied sociology; Introduction; Definition of NLP; Neuro; Linguistic; Programming; Brief history of NLP; A successful track record.
- NLP is user friendlyWhy does NLP work?; A new field of applied sociology; The evolution of business schools; Concluding thoughts; References; 3. New management practices: paradigm change; Introduction; The world of work is changing and we must adapt; Major change challenges: the soft stuff is hard; Psychological safety; Core message: 'Conscious change leadership development really does matter'; Pulse checks; Psychological safety and NLP rapport building methods; Closing comments; References; 4. 'The map is not the territory': reframing change leadership; Introduction.
- The map is not the territoryModel of the world; World views; Reframing; Reprogramming; Modalities; Sub-modalities; Restructuring sub-modalities; Social constructivism; The leadership challenge: ethnocentric map making; Concluding thoughts; References; 5. It starts with oneself: the butterfly effect; Introduction; The butterfly effect; Modelling; Anthropology as a source of modelling catalysts; Mirror neurons; Matching; Anchoring; Unconscious modelling; References; 6. NLP and the Law of Requisite Variety; Introduction; The Law of Requisite Variety.
- 1 The world as we know it is our own social construction2 We possess the capability to reconstruct our meanings; 3 We can be authors of our social identities; 4 We can change our emotional state at will; 5 We can model excellence of capability in others; 6 We can design and operationalize our future self; 7 We can regress backwards through time to change meaning systems; 8 We all possess the resources to manage any of our problems; 9 Be curious not judgemental; 10 Rapport is the key to social success; 11 Uptime and downtime; 12 COACH versus CRASH state; Concluding thoughts; References.
- 7. The NLP paradigmIntroduction; 1 The map is not the territory; 2 There is no failure only feedback; 3 We own our results; 4 We possess the freedom of choice to determine our attitudes; 5 People make the best decision at the time with the resources they have available; 6 Respect the world view of others; 7 People always act with a positive intention; 8 The meaning of your communication is in the response you get; 9 We can shift perceptual position at will; 10 Resistance is a sign of poor rapport; Concluding thoughts; References; PART 2: Applied NLP; 8. Building the case for change.