CorporateCoach eNewsletter

Issue No. 76, 25th October 2004

CONTENTS

  1. Editorial: A matter of time
  2. Coaching notes: The Alphabet Game


1.     Editorial: A matter of time

Richard Winfield - editor and principal consultantWe were invited this week to a major conference of the water industry, for whom we have been leading a scenario planning exercise. One of the speakers asked "What is the difference between a good farmer and a bad farmer?" The answer: "About a week."

NLP was originally developed by modelling therapists like Milton Erikson, Fritz Perls and Virginia Satir. As a result many therapy strategies were discovered. I remember a question "What is the difference between NLP and therapy?" The answer: "About six months."

Certainly, one of our objectives in our business is to achieve speedy results. After all, in business time is money. Sometimes, however, it can rebound on us. Dependency is good for business - it leads to long term customers. But it is not our objective!

There is an ongoing debate in the coaching world as to whether the first session should be "on approval". This is an excellent way of building a client relationship - but what if all the issues are successfully addressed in the first session? NLP Coaching is a powerful intervention. When the time is right it can be startlingly fast. When we respond to our clients expectations we can forget the power of what we offer.

This weekend I have been attending a course "An introduction to New Code NLP" with NLP Academy. It was a revelation in so far as I discovered that I was given new code NLP in my very first course, with John Seymour. But I haven't been aware of it since. But the universe speaks. I was reintroduced to it by Kathleen Alexander of Clever Fox in Melbourne, and then one of the delegates at a workshop with Robert Dilts was reporting a New Code course with great enthusiasm. I thought I should take action.

The first thing that I did was to follow up Kathleen's lead that John Grinder is teaching coaching in the UK; then I discovered that there was an introductory New Code day. Hence my time this weekend.

The basis of New Code as opposed to the original Classic Code is the use of content-free processes and a reliance on the subconscious. As a result the impact can be very fast.

I was delighted to be reintroduced to the New Code game "The Alphabet Game". I used to have a wall poster of this and have memories of using it many years ago. But somewhere I lost it. So I am delighted to be able to introduce it to you below.

USEFUL LINKS:


LETTER TO THE EDITOR

Dear Editor

Thanks, these are gems (CorporateCoach No 75).

I struck me that again the Kolb, Honey/Mumford cycle applies to the Disney/Dilts structure.

  • Dreamer, Reflector
  • Realist, Pragmatists
  • Critic, Theorist

It also struck me that they are not in the same order? And the reason is clear; Kolb and H/M were theorists and put theory before pragmatism because theory was their goal.

Your process obviously leaves out action and I think this is what we are working hard on to get into our processes in SkillNet.

Keep it going chum, this is great mind food.

Cliff Edwards
Skillnet


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2.    Coaching notes: The Alphabet Game

Here is the template for the Alphabet Game, first taught to me by John Seymour, then by NLP Academy, and featured in the comprehensive NLP Field Guide that I have just brought back from Australia.

The concept of the Alphabet Game is that it entirely focuses the conscious mind while the subconscious gets on with its work. The client works through the alphabet in any order defined by the coach; shouting out the letter name and at the same time extending the appropriate arm: 'l' for left, 'r' for right and 't' for both arms above the head. When the client is proficient at this the game can be extended by changing the order or by adding legs; extend the left arm and the right leg, or the right arm and the left leg, or raise both arms and jump. This achieves "cross lateral processing", when both sides of the brain are in action together.

Before the game, get the client to associate into a 'problem' state related to an issue and anchor this position; then move to third position (another part of the room) and identify the resources needed, moving back to the first position to experience having those resources.

Then play the game.

When the client is proficient and has achieved a fluency and congruence with the exercise, the coach should move them back into the physical first position for them to experience a new state for the issue being considered. The quality of the player's state during play will determine the quality of the changes that the player will subsequently experience when they step back into the context where they wanted to make the change.

Here is the structure of the chart.

A
l

B
r

C
t

D
t

E
l

F
r

G
r

H
t

I
r

J
t

K
l

L
r

M
t

N
l

O
r

P
l

Q
t
R
l
S
l
T
t
U
l
V
l
W
t
X
r
Y
t

Draw the chart on a flip chart and have some generative fun.

USEFUL LINKS:


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Copyright 2004 all rights reserved.

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Brefi Group is a change management organisation that provides corporate coaching, consultancy, facilitation and training. Be sure to visit the Brefi Group web site at http://www.brefigroup.co.uk

We hope you enjoyed this issue of CorporateCoach. If you would like to learn more about how we can work together, then please contact me, Richard Winfield:

Telephone: 08450 678 222, or +44 (0) 121 704 2006 (international)
E-mail: editor@brefigroup.co.uk