The Elder Columns, Part 3 – The Results of the Survey (Preliminary Findings)

10-06-2018 Jaap HollanderNLP 25 minuten leestijd

The Elder Columns, Part III

The Results of the SurveyPreliminary Findings

Jaap Hollander, Lucas Derks, Bruce Grimley and Lisa de Rijk 

2018

Taraaah! here is the answer to ‘What is NLP?’
Maybe not the final, everlasting answer, but certainly the most authoritative answer so far.

In the Elder Columns Part I and Part II we described the arguments for defining NLP through voting and the NLP Leadership Summit group as an expert group suitable for voting. We also described the meticulous construction of ‘The List’ (the questionnaire) listing elements to vote on. You will find the whole story in these two articles: The Elder Columns Part 1 (Describing our justification for the voting process) and The Elder Columns Part 2 (Discussing the many contributions from the LS community and how they influenced the list).

The panel
The panel we ended up with had a remarkable level of NLP-expertiseAll Leadership Summit members were invited to vote and 59 members did. The could vote ‘Is part of NLP’/’I don’t know’/’Is not part of NLP’.

Together they represent a remarkable amount of NLP-expertise. Between them, they have taught NLP for 1363 years and they have written 231 books on NLP. To our knowledge, never in the history of NLP has a group of this size, with this amount of NLP-expertise been asked to say what is NLP is and what is not.

The Delphi Method
We had been working according to the Delphi method.As it turns out, we have been using the Delphi Method, which has these characteristics:

  1. It uses a group of participants (known as ‘panellists’) specially selected for their particular expertise on a topic.
  2. It is often conducted across a series of two or more sequential questionnaires known as ‘rounds’. It employs an initial ‘idea generation’ stage, in which panellists are asked to identify the range of salient issues.
  3. It collates ideas from Round 1 to construct the survey instrument distributed in subsequent rounds.
  4. It has an evaluation phase (third or further rounds) where panellists are provided with the panel’s responses and asked to re-evaluate their original responses.
  5. It is interested in the formation or exploration of consensus, often defined as the number of panellists agreeing with each other on questionnaire items.
  6. It is particularly useful in areas of limited research, since survey instruments and ideas are generated from a knowledgeable participant pool and it is suited to explore areas where controversy, debate or a lack of clarity exist.

As you can see from our first two articles, except for item 4, our process has adhered to the Delphi method.

Calculation

How did we calculate the results?In our calculation, we simply used 70% yes-responses (“This is part of NLP”) as a cut off point. Within this area, we distinguished 90% and up.

  • So the 2018 NLP Leadership Summit answer to ‘What is NLP’ is: the elements scoring 70% or more in the list below.
  • You might say that everything scoring 90% and above is core NLP. These are set bold in the list below. In the original tables these items were given a yellow color, hence the name ‘Yellow List’.
  • There are a few elements that are clearly voted as not NLP, like deep tissue massage. We took a 20% cut off for those and they are set to red in the list.
  • Elements scoring higher than 20%, but below 70% are coloured grey.

We also calculated another list where the number of no-votes (“This is not part of NLP”) was subtracted from the number of yes-votes (“This is part of NLP”). If we used a 85% cut off with this formula, we were left mostly with NLP as it was in 1980.

Please note:

In this list, we show only the titles of the elements. For descriptions of the elements, please see the Elder Columns article Part 2.

Category 1A – Premises about Experience

The map is not the territory.100
Life and mind are systemic processes.90
Experience can be reduced to sensory elements (VAKOG).88
Structure is more important than content.92
The mind is a feed-forward system that predicts the future.66

Category 1B – Premises about Communication and Change

The meaning of communication is the response elicited.98
People have the resources for the changes they desire.97
The system with the greatest flexibility survives.88
If what you are doing does not work, it is useful to do something else.97
Resistance is a signal of insufficient rapport.86
There is no failure, only feedback.98
All behaviour has a positive intention.97
People make the best choices available to them.98
If one can do it, others can learn to do it.97
Submodalities determine the effect of an experience.97

Category 2A – Distinctions

Sensory Modalities100
Submodalities100
Association versus Dissociation100
Focus Outside versus Focus Inside95
Analog versus Digital93
Presupposition versus Explicit Statement versus Implication78
Sensory experience versus Categorisation (Complex Equivalence)90
Elements of the Structure of Subjective Experience97
Neuro-Logical Levels85
Meta Programs92
Separating versus Joining46
Graves Drives3
Core States68
Meta States69

Category 2B – Attitude

Sponsoring Attitude61
Modelling Orientation97
COACH State44

Category 2C – Model of Change

TOTE Model for Goal Directed Change98
Well-Formed Outcomes100
Utilization97
SCORE Model for Choosing or Designing Interventions83

Category 3A – Skills

Anchoring98
As-if Frame100
Calibrating Internal States and Processes100
Clean Language32
Double Induction59
Ecological check98
Eye Accessing Cues, Detecting and Working with100</ strong>
LAB Profile63
Leading, verbal and nonverbal95
Meta Model Questions100
Milton Model Language Patterns100
MindSonar MetaProfile Analysis24
Modelling100
Rapport (Mirroring/Pacing)100
Stacking Realities83
Strategies100
Time Lines, Working with98
Verbal Reframing100
Category 3B – Techniques
Criteria for NLP Techniques76
Aligning Neuro-Logical Levels Format85
Aligning Perceptual Positions92
Auditory Tempo Shift to change strong feelings80
Bateson Strategy41
Belief Audit for identifying limiting beliefs75
Belief Outframing73
Building Belief Bridges46
Change Personal History98
Changing a Strategy98
Circle of Excellence97
Co-Dependence Format24
Collapsing Anchors98
Collective Intelligence Techniques25
Compulsion Blow Out86
Core Finding Engine for identifying limiting beliefs31
Core Transformation76
Deep Tissue Massage2
Disney Strategy85
Dynamic Spin Release25
Engaging the Body’s Natural Processes of Healing Format37
Eliciting a Resource, Using Communicating with the Future Self93
Eliciting a Resource, Using a Reference Experience97
Eliciting a Resource, Using Physiology93
Eliciting a Resource, Using a Role Model97
Family Constellations5
Forgiveness Model47
Future Pacing – Adapting a change to future contexts100
Generative Collaboration Techniques32
Generative Change Format51
Godiva Chocolate Pattern59
Grief Resolution, Shame Resolution, Guilt Resolution, Anger/Forgiveness process73
Hero’s Journey Format29
I-Wonder-How Technique for Generating Practical New Ideas39
Imperative Self Format32
Inner Child Work22
Integrating Archetypal Energies19
Integrating Conflicting Beliefs Format78
mBIT – Multiple Brain Integration Techniques5
Meta Mirror Format68
Metaphor for inducing change92
Negotiating Between Parts98
New Behaviour Generator97
Operating Metaphor73
Provocative Change Techniques – Modelled from Frank Farrelly36
Reimprinting Format97
Resonance Pattern34
Shifting the Importance of Criteria86
Six Step Reframing100
Social Panorama Techniques36
Spinning Feelings to change strong feelings54
Swish Pattern98
Symbolic Modelling42
Timeline Reframing Format80
Transforming Negative Self-Talk Protocol64
Trauma Process using V-K Dissociation98
V-K Squash95
Wholeness Process37

The Elder Columns, Part III

The Results of the SurveyPreliminary Findings

Jaap Hollander, Lucas Derks, Bruce Grimley and Lisa de Rijk 

2018

Taraaah! here is the answer to ‘What is NLP?’
Maybe not the final, everlasting answer, but certainly the most authoritative answer so far.

In the Elder Columns Part I and Part II we described the arguments for defining NLP through voting and the NLP Leadership Summit group as an expert group suitable for voting. We also described the meticulous construction of ‘The List’ (the questionnaire) listing elements to vote on. You will find the whole story in these two articles: The Elder Columns
Part 1
(Describing our justification for the voting process) and The Elder Columns Part 2 (Discussing the many contributions from the LS community and how they influenced the list).

The panel
The panel we ended up with had a remarkable level of NLP-expertiseAll Leadership Summit members were invited to vote and 59 members did. The could vote ‘Is part of NLP’/’I don’t know’/’Is not part of NLP’.

Together they represent a remarkable amount of NLP-expertise. Between them, they have taught NLP for 1363 years and they have written 231 books on NLP. To our knowledge, never in the history of NLP has a group of this size, with this amount of NLP-expertise been asked to say what is NLP is and what is not.

The Delphi Method
We had been working according to the Delphi method.As it turns out, we have been using the Delphi Method, which has these characteristics:

  1. It uses a group of participants (known as ‘panellists’) specially selected for their particular expertise on a topic.
  2. It is often conducted across a series of two or more sequential questionnaires known as ‘rounds’. It employs an initial ‘idea generation’ stage, in which panellists are asked to identify the range of salient issues.
  3. It collates ideas from Round 1 to construct the survey instrument distributed in subsequent rounds.
  4. It has an evaluation phase (third or further rounds) where panellists are provided with the panel’s responses and asked to re-evaluate their original responses.
  5. It is interested in the formation or exploration of consensus, often defined as the number of panellists agreeing with each other on questionnaire items.
  6. It is particularly useful in areas of limited research, since survey instruments and ideas are generated from a knowledgeable participant pool and it is suited to explore areas where controversy, debate or a lack of clarity exist.

As you can see from our first two articles, except for item 4, our process has adhered to the Delphi method.

Calculation

How did we calculate the results?In our calculation, we simply used 70% yes-responses (“This is part of NLP”) as a cut off point. Within this area, we distinguished 90% and up.

  • So the 2018 NLP Leadership Summit answer to ‘What is NLP’ is: the elements scoring 70% or more in the list below.
  • You might say that everything scoring 90% and above is core NLP. These are set bold in the list below. In the original tables these items were given a yellow color, hence the name ‘Yellow List’.
  • There are a few elements that are clearly voted as not NLP, like deep tissue massage. We took a 20% cut off for those and they are set to red in the list.
  • Elements scoring higher than 20%, but below 70% are coloured grey.

We also calculated another list where the number of no-votes (“This is not part of NLP”) was subtracted from the number of yes-votes (“This is part of NLP”). If we used a 85% cut off with this formula, we were left mostly with NLP as it was in 1980.

Please note:

In this list, we show only the titles of the elements. For descriptions of the elements, please see the Elder Columns article Part 2.

Category 1A – Premises about Experience

The map is not the territory.100
Life and mind are systemic processes.90
Experience can be reduced to sensory elements (VAKOG).88
Structure is more important than content.92
The mind is a feed-forward system that predicts the future.66

Category 1B – Premises about Communication and Change

The meaning of communication is the response elicited.98
People have the resources for the changes they desire.97
The system with the greatest flexibility survives.88
If what you are doing does not work, it is useful to do something else.97
Resistance is a signal of insufficient rapport.86
There is no failure, only feedback.98
All behaviour has a positive intention.97
People make the best choices available to them.98
If one can do it, others can learn to do it.97
Submodalities determine the effect of an experience.97

Category 2A – Distinctions

Sensory Modalities100
Submodalities100
Association versus Dissociation100
Focus Outside versus Focus Inside95
Analog versus Digital93
Presupposition versus Explicit Statement versus Implication78
Sensory experience versus Categorisation (Complex Equivalence)90
Elements of the Structure of Subjective Experience97
Neuro-Logical Levels85
Meta Programs92
Separating versus Joining46
Graves Drives3
Core States68
Meta States69

Category 2B – Attitude

Sponsoring Attitude61
Modelling Orientation97
COACH State44

Category 2C – Model of Change

TOTE Model for Goal Directed Change98
Well-Formed Outcomes100
Utilization97
SCORE Model for Choosing or Designing Interventions83

Category 3A – Skills

Anchoring98
As-if Frame100
Calibrating Internal States and Processes100
Clean Language32
Double Induction59
Ecological check98
Eye Accessing Cues, Detecting and Working with100
LAB Profile63
Leading, verbal and nonverbal95
Meta Model Questions100
Milton Model Language Patterns100
MindSonar MetaProfile Analysis24
Modelling100
Rapport (Mirroring/Pacing)100
Stacking Realities83
Strategies100
Time Lines, Working with98
Verbal Reframing100
Category 3B – Techniques
Criteria for NLP Techniques76
Aligning Neuro-Logical Levels Format85
Aligning Perceptual Positions92
Auditory Tempo Shift to change strong feelings80
Bateson Strategy41
Belief Audit for identifying limiting beliefs75
Belief Outframing73
Building Belief Bridges46
Change Personal History98
Changing a Strategy98
Circle of Excellence97
Co-Dependence Format24
Collapsing Anchors98
Collective Intelligence Techniques25
Compulsion Blow Out86
Core Finding Engine for identifying limiting beliefs31
Core Transformation76
Deep Tissue Massage2
Disney Strategy85
Dynamic Spin Release25
Engaging the Body’s Natural Processes of Healing Format37
Eliciting a Resource, Using Communicating with the Future Self93
Eliciting a Resource, Using a Reference Experience97
Eliciting a Resource, Using Physiology93
Eliciting a Resource, Using a Role Model97
Family Constellations5
Forgiveness Model47
Future Pacing – Adapting a change to future contexts100
Generative Collaboration Techniques32
Generative Change Format51
Godiva Chocolate Pattern59
Grief Resolution, Shame Resolution, Guilt Resolution, Anger/Forgiveness process73
Hero’s Journey Format29
I-Wonder-Ho
w Technique for Generating Practical New Ideas
39
Imperative Self Format32
Inner Child Work22
Integrating Archetypal Energies19
Integrating Conflicting Beliefs Format78
mBIT – Multiple Brain Integration Techniques5
Meta Mirror Format68
Metaphor for inducing change92
Negotiating Between Parts98
New Behaviour Generator97
Operating Metaphor73
Provocative Change Techniques – Modelled from Frank Farrelly36
Reimprinting Format97
Resonance Pattern34
Shifting the Importance of Criteria86
Six Step Reframing100
Social Panorama Techniques36
Spinning Feelings to change strong feelings54
Swish Pattern98
Symbolic Modelling42
Timeline Reframing Format80
Transforming Negative Self-Talk Protocol64
Trauma Process using V-K Dissociation98
V-K Squash95
Wholeness Process37

The Elder Columns, Part III

The Results of the SurveyPreliminary Findings

Jaap Hollander, Lucas Derks, Bruce Grimley and Lisa de Rijk 

2018

Taraaah! here is the answer to ‘What is NLP?’
Maybe not the final, everlasting answer, but certainly the most authoritative answer so far.

In the Elder Columns Part I and Part II we described the arguments for defining NLP through voting and the NLP Leadership Summit group as an expert group suitable for voting. We also described the meticulous construction of ‘The List’ (the questionnaire) listing elements to vote on. You will find the whole story in these two articles: The Elder Columns Part 1 (Describing our justification for the voting process) and The Elder Columns Part 2 (Discussing the many contributions from the LS community and how they influenced the list).

The panelThe panel we ended up with had a remarkable level of NLP-expertiseAll Leadership Summit members were invited to vote and 59 members did. The could vote ‘Is part of NLP’/’I don’t know’/’Is not part of NLP’.

Together they represent a remarkable amount of NLP-expertise. Between them, they have taught NLP for 1363 years and they have written 231 books on NLP. To our knowledge, never in the history of NLP has a group of this size, with this amount of NLP-expertise been asked to say what is NLP is and what is not.

The Delphi MethodWe had been working according to the Delphi method.As it turns out, we have been using the Delphi Method, which has these characteristics:

  1. It uses a group of participants (known as ‘panellists’) specially selected for their particular expertise on a topic.
  2. It is often conducted across a series of two or more sequential questionnaires known as ‘rounds’. It employs an initial ‘idea generation’ stage, in which panellists are asked to
    identify the range of salient issues.
  3. It collates ideas from Round 1 to construct the survey instrument distributed in subsequent rounds.
  4. It has an evaluation phase (third or further rounds) where panellists are provided with the panel’s responses and asked to re-evaluate their original responses.
  5. It is interested in the formation or exploration of consensus, often defined as the number of panellists agreeing with each other on questionnaire items.
  6. It is particularly useful in areas of limited research, since survey instruments and ideas are generated from a knowledgeable participant pool and it is suited to explore areas where controversy, debate or a lack of clarity exist.

As you can see from our first two articles, except for item 4, our process has adhered to the Delphi method.

Calculation

How did we calculate the results?In our calculation, we simply used 70% yes-responses (“This is part of NLP”) as a cut off point. Within this area, we distinguished 90% and up.

  • So the 2018 NLP Leadership Summit answer to ‘What is NLP’ is: the elements scoring 70% or more in the list below.
  • You might say that everything scoring 90% and above is core NLP. These are set bold in the list below. In the original tables these items were given a yellow color, hence the name ‘Yellow List’.
  • There are a few elements that are clearly voted as not NLP, like deep tissue massage. We took a 20% cut off for those and they are set to red in the list.
  • Elements scoring higher than 20%, but below 70% are coloured grey.

We also calculated another list where the number of no-votes (“This is not part of NLP”) was subtracted from the number of yes-votes (“This is part of NLP”). If we used a 85% cut off with this formula, we were left mostly with NLP as it was in 1980.

Please note:

In this list, we show only the titles of the elements. For descriptions of the elements, please see the Elder Columns article Part 2.

Category 1A – Premises about Experience

The map is not the territory.100
Life and mind are systemic processes.90
Experience can be reduced to sensory elements (VAKOG).88
Structure is more important than content.92
The mind is a feed-forward system that predicts the future.66

Category 1B – Premises about Communication and Change

The meaning of communication is the response elicited.98
People have the resources for the changes they desire.97
The system with the greatest flexibility survives.88
If what you are doing does not work, it is useful to do something else.97
Resistance is a signal of insufficient rapport.86
There is no failure, only feedback.98
All behaviour has a positive intention.97
People make the best choices available to them.98
If one can do it, others can learn to do it.97
Submodalities determine the effect of an experience.97

Category 2A – Distinctions

Sensory Modalities100
Submodalities100
Association versus Dissociation100
Focus Outside versus Focus Inside95
Analog versus Digital93
Presupposition versus Explicit Statement versus Implication78
Sensory experience versus Categorisation (Complex Equivalence)90
Elements of the Structure of Subjective Experie
nce
97
Neuro-Logical Levels85
Meta Programs92
Separating versus Joining46
Graves Drives3
Core States68
Meta States69

Category 2B – Attitude

Sponsoring Attitude61
Modelling Orientation97
COACH State44

Category 2C – Model of Change

TOTE Model for Goal Directed Change98
Well-Formed Outcomes100
Utilization97
SCORE Model for Choosing or Designing Interventions83

Category 3A – Skills

Anchoring98
As-if Frame100
Calibrating Internal States and Processes100
Clean Language32
Double Induction59
Ecological check98
Eye Accessing Cues, Detecting and Working with100
LAB Profile63
Leading, verbal and nonverbal95
Meta Model Questions100
Milton Model Language Patterns100
MindSonar MetaProfile Analysis24
Modelling100
Rapport (Mirroring/Pacing)100
Stacking Realities83
Strategies100
Time Lines, Working with98
Verbal Reframing100
Category 3B – Techniques
Criteria for NLP Techniques76
Aligning Neuro-Logical Levels Format85
Aligning Perceptu
al Positions
92
Auditory Tempo Shift to change strong feelings80
Bateson Strategy41
Belief Audit for identifying limiting beliefs75
Belief Outframing73
Building Belief Bridges46
Change Personal History98
Changing a Strategy98
Circle of Excellence97
Co-Dependence Format24
Collapsing Anchors98
Collective Intelligence Techniques25
Compulsion Blow Out86
Core Finding Engine for identifying limiting beliefs31
Core Transformation76
Deep Tissue Massage2
Disney Strategy85
Dynamic Spin Release25
Engaging the Body’s Natural Processes of Healing Format37
Eliciting a Resource, Using Communicating with the Future Self93
Eliciting a Resource, Using a Reference Experience97
Eliciting a Resource, Using Physiology93
Eliciting a Resource, Using a Role Model97
Family Constellations5
Forgiveness Model47
Future Pacing – Adapting a change to future contexts100
Generative Collaboration Techniques32
Generative Change Format51
Godiva Chocolate Pattern59
Grief Resolution, Shame Resolution, Guilt Resolution, Anger/Forgiveness process73
Hero’s Journey Format29
I-Wonder-How Technique for Generating Practical New Ideas39
Imperative Self Format32
Inner Child Work22
Integrating Archetypal Energies19
Integrating Conflicting Beliefs Format78
mBIT – Multiple Brain Integration Techniques5
Meta Mirror Format68
Metaphor for inducing change92
Negotiating Between Parts98
New Behaviour Generator97
Operating Metaphor73
Provocative Change Techniques – Modelled from Frank Farrelly36
Reimprinting Format97
Resonance Pattern34
Shifting the Importance of Criteria86
Six Step Reframing100
Social Panorama Techniques36
Spinning Feelings to change strong feelings54
Swish Pattern98
Symbolic Modelling42
Timeline Reframing Format80
Transforming Negative Self-Talk Protocol64
Trauma Process using V-K Dissociation98
V-K Squash95
Wholeness Process37

The Elder Columns, Part III

The Results of the SurveyPreliminary Findings

Jaap Hollander, Lucas Derks, Bruce Grimley and Lisa de Rijk 

2018

Taraaah! here is the answer to ‘What is NLP?’Maybe not the final, everlasting answer, but certainly the most authoritative answer so far.

In the Elder Columns Part I and Part II we described the arguments for defining NLP through voting and the NLP Leadership Summit group as an expert group suitable for voting. We also described the meticulous construction of ‘The List’ (the questionnaire) listing elements to vote on. You will find the whole story in these two articles: The Elder Columns Part 1 (Describing our justification for the voting process) and The Elder Columns Part 2 (Discussing the many contributions from the LS community and how they influenced the list).

The panelThe panel we ended up with had a remarkable level of NLP-expertiseAll Leadership Summit members were invited to vote and 59 members did. The could vote ‘Is part of NLP’/’I don’t know’/’Is not part of NLP’.

Together they represent a remarkable amount of NLP-expertise. Between them, they have taught NLP for 1363 years and they have written 231 books on NLP. To our knowledge, never in the history of NLP has a group of this size, with this amount of NLP-expertise been asked to say what is NLP is and what is not.

The Delphi MethodWe had been working according to the Delphi method.As it turns out, we have been using the Delphi Method, which has these characteristics:

  1. It uses a group of participants (known as ‘panellists’) specially selected for their particular expertise on a topic.
  2. It is often conducted across a series of two or more sequential questionnaires known as ‘rounds’. It employs an initial ‘idea generation’ stage, in which panellists are asked to identify the range of salient issues.
  3. It collates ideas from Round 1 to construct the survey instrument distributed in subsequent rounds.
  4. It has an evaluation phase (third or further rounds) where panellists are provided with the panel’s responses and asked to re-evaluate their original responses.
  5. It is interested in the formation or exploration of consensus, often defined as the number of panellists agreeing with each other on questionnaire items.
  6. It is particularly useful in areas of limited research, since survey instruments and ideas are generated from a knowledgeable participant pool and it is suited to explore areas where controversy, debate or a lack of clarity exist.

As you can see from our first two articles, except for item 4, our process has adhered to the Delphi method.

Calculation

How did we calculate the results?In our calculation, we simply used 70% yes-responses (“This is part of NLP”) as a cut off point. Within this area, we distinguished 90% and up.

  • So the 2018 NLP Leadership Summit answer to ‘What is NLP’ is: the elements scoring 70% or more in the list below.
  • You might say that everything scoring 90% and above is core NLP. These are set bold in the list below. In the original tables these items wer
    e given a yellow color, hence the name ‘Yellow List’.
  • There are a few elements that are clearly voted as not NLP, like deep tissue massage. We took a 20% cut off for those and they are set to red in the list.
  • Elements scoring higher than 20%, but below 70% are coloured grey.

We also calculated another list where the number of no-votes (“This is not part of NLP”) was subtracted from the number of yes-votes (“This is part of NLP”). If we used a 85% cut off with this formula, we were left mostly with NLP as it was in 1980.

Please note:

In this list, we show only the titles of the elements. For descriptions of the elements, please see the Elder Columns article Part 2.

Category 1A – Premises about Experience

The map is not the territory.100
Life and mind are systemic processes.90
Experience can be reduced to sensory elements (VAKOG).88
Structure is more important than content.92
The mind is a feed-forward system that predicts the future.66

Category 1B – Premises about Communication and Change

The meaning of communication is the response elicited.98
People have the resources for the changes they desire.97
The system with the greatest flexibility survives.88
If what you are doing does not work, it is useful to do something else.97
Resistance is a signal of insufficient rapport.86
There is no failure, only feedback.98
All behaviour has a positive intention.97
People make the best choices available to them.98
If one can do it, others can learn to do it.97
Submodalities determine the effect of an experience.97

Category 2A – Distinctions

Sensory Modalities100
Submodalities100
Association versus Dissociation100
Focus Outside versus Focus Inside95
Analog versus Digital93
Presupposition versus Explicit Statement versus Implication78
Sensory experience versus Categorisation (Complex Equivalence)90
Elements of the Structure of Subjective Experience97
Neuro-Logical Levels85
Meta Programs92
Separating versus Joining46
Graves Drives3
Core States68
Meta States69

Category 2B – Attitude

Sponsoring Attitude61
Modelling Orientation97
COACH State44

Category 2C – Model of Change

TOTE Model for Goal Directed Change98
Well-Formed Outcomes100
Utilization97
SCORE Model for Choosing or Designing Interventions83

Category 3A – Skills

Anchoring98
As-if Frame100
Calibrating Internal States and Processes100
Clean Language32
Double Induction59
Ecological check98
Eye Accessing Cues, Detecting and Working with100
LAB Profile63
Leading, verbal and nonverbal95
Meta Model Questions100
Milton Model Language Patterns100
MindSonar MetaProfile Analysis24
Modelling100
Rapport (Mirroring/Pacing)100
Stacking Realities83
Strategies100
Time Lines, Working with98
Verbal Reframing100
Category 3B – Techniques
Criteria for NLP Techniques76
Aligning Neuro-Logical Levels Format85
Aligning Perceptual Positions92
Auditory Tempo Shift to change strong feelings80
Bateson Strategy41
Belief Audit for identifying limiting beliefs75
Belief Outframing73
Building Belief Bridges46
Change Personal History98
Changing a Strategy98
Circle of Excellence97
Co-Dependence Format24
Collapsing Anchors98
Collective Intelligence Techniques25
Compulsion Blow Out86
Core Finding Engine for identifying limiting beliefs31
Core Transformation76
Deep Tissue Massage2
Disney Strategy85
Dynamic Spin Release25
Engaging the Body’s Natural Processes of Healing Format37
Eliciting a Resource, Using Communicating with the Future Self93
Eliciting a Resource, Using a Reference Experience97
Eliciting a Resource, Using Physiology93
Eliciting a Resource, Using a Role Model97
Family Constellations5
Forgiveness Model47
Future Pacing – Adapting a change to future contexts100
Generative Collaboration Techniques32
Generative Change Format51
Godiva Chocolate Pattern59
Grief Resolution, Shame Resolution, Guilt Resolution, Anger/Forgiveness process73
Hero’s Journey Format29
I-Wonder-How Technique for Generating Practical New Ideas39
Imperative Self Format32
Inner Child Work22
Integrating Archetypal Energies19
Integrating Conflicting Beliefs Format78
mBIT – Multiple Brain Integration Techniques5
Meta Mirror Format68
Metaphor for inducing change92
Negotiating Between Parts98
New Behaviour Generator97
Operating Metaphor73
Provocative Change Techniques – Modelled from Frank Farrelly36
Reimprinting Format97
Resonance Pattern34
Shifting the Importance of Criteria86
Six Step Reframing100
Social Panorama Techniques36
Spinning Feelings to change strong feelings54
Swish Pattern98
Symbolic Modelling42
Timeline Reframing Format80
Transforming Negative Self-Talk Protocol64
Trauma Process using V-K Dissociation98
V-K Squash95
Wholeness Process37

Wat deelnemers zeggen

  • ”Deze training leert je op een heel andere en misschien daardoor wel een geheel eigen manier coachen, het geeft zelfvertrouwen, biedt inzicht en uitdaging aan anderen en zeker ook aan jezelf!”

    Miriam Kusters
    - GZ-psycholoog
  • “NLP in organisaties verrijkt je toolbox met slimme hulpmiddelen om organisatiedynamieken te doorgronden, zichtbaar en voelbaar te maken. Een mooie aanvulling, zeker ook voor managers en bestuurders, die misschien niet als onafhankelijk procesbegeleider werken, maar na deze opleiding in staat zijn om met meer organisatiesensitiviteit de goede dingen te doen”.

    Jaap Fluit
    - CEO
  • “Met provocatief coachen komt er beweging die op de congruente manier niet altijd mogelijk is. Het brengt iets onomkeerbaars op gang…”

    Els van Steijn
    - Trainer en coach
  • “De opleiding is een enorme verrijking als je meer wilt doen met, en leren over, denkstijlen. Een compleet programma, waarmee je met groepen en individuen ook daadwerkelijk aan de slag kunt. En met MindSonar heb je een instrument in handen waarmee je als coach en trainer je toegevoegde waarde enorm vergroot. Aanrader!”

    Eelko Vooijs
    - NLP-trainer/Directeur
  • “Wil je je als adviseur verbeteren? Ga dan deze opleiding doen waarbij je NLP technieken daadwerkelijk leert toe te passen in advies situaties. Een scala aan vormen komt in rap tempo voorbij waarbij je zelf je eigen (al rijpe) instrumentarium aan kunt scherpen”.

    Henriëtte Zwanenburg
    - Bedrijfsarts
  • “Guus en Mieke zijn zeer ervaren NLP’ers die het lukt om op eenvoudige wijze de theorie over te brengen en deze te vertalen in praktisch toepasbare oefeningen. Het leren spelen met NLP-methodieken en erop vertrouwen dat deze hun werk doen (mits ingezet voor het juiste doel) is iets wat ik tijdens deze opleiding heb geleerd. Heel waardevol! Ik zie uit naar de master!”

    Franca van Rosmalen
    - (Team)coach
  • “Wil je samen met andere professionals sparren over wat er gebeurt in je organisatie, waar dat door komt en hoe je één en ander zou kunnen doorbreken? Dan is dit een leuke opleiding”.

    Brigitta Kuipers
    - Trainer
  • “Een verrijking in kennis, inzichten en toepassingen om persoonlijke ontwikkeling op verschillende manieren te stimuleren. Mooi instrument dat het bedrijfsleven aanspreekt vanwege vorm, diepzinnigheid, validiteit en betrouwbaarheid”.

    Henri van Hout
    - Directeur
  • “Ik heb genoten van het speelse gemak, de diepe kennis en de jarenlange ervaring, waarmee de trainer toegang verschafte tot de boeiende wereld van metaprogramma’s en de toepassing in coaching en team building. Aanrader!”.

    Koos Wolcken
    - NLP-trainer
  • “Genoten van de training door de aanwezigheid van enthousiaste, open medecursisten en trainers. Vanuit mijn interesse in en geboeidheid door mensen hoe mensen denken en hoe hen dat beweegt, een enorm waardevolle aanvulling”.

    Coby Krol
    - Trainer/Coach