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21 Introduction to Neuro-Linguistic Programming

Laurel, Alexander HRD Press, Inc. PDF

21

Introduction to

Neuro-Linguistic

Programming

INTRODUCTION

Neuro-Linguistic Programming (NLP) is one of the most effective tools for transforming people and thereby organizations, because it provides models that are useful descriptions of how people interact with the world.

These models are useful because, once the system involved is understood,

NLP techniques can be used to alter people’s subjective experience and thus change their behavior, beliefs, and values.

In the mid-1970s, Tom Peters was looking for the strategies for excellence in organizations. At about the same time, John Grinder and Richard

Bandler were looking for the strategies for excellence at the individual level.

Under the influence of the British thinker Gregory Bateson, John and

Richard modeled the skills of some of the leading masters of communication and personal change. They called what they were doing Neuro-Linguistic

Programming:

◆ Neuro refers to the neurological processes of seeing, hearing, feeling, smelling, and tasting, which form the basic building blocks of our experience.

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48 Valuing Diversity

Laurel, Alexander HRD Press, Inc. PDF

48

Valuing

Diversity

INTRODUCTION

Valuing diversity is about empowering people. It makes an organization effective by capitalizing on all the strengths of each employee. Valuing diversity involves understanding, appreciating, and using the differences in every person.

Embracing diversity is the first step in building teams. Every teambuilding theory states that an effective team must contain a diverse group of people—that is, you must avoid only choosing people who are like you. Choosing a team of people like yourself is similar to inbreeding— it multiplies the flaws. By contrast, having a diverse group of people diminishes individual flaws.

Our biases and prejudices are deeply rooted within us. From the moment we are born, we learn about our environment, the world, and ourselves.

Families, friends, peers, books, teachers, idols, and others influence us on what is right and what is wrong. These early experiences shape our perceptions and how we respond to them as adults. What we learn and experience gives us our subjective point of view, known as bias. Our biases serve as filtering devices that allow us to make sense of new information and experiences based on what we already know. Many of our biases are beneficial because they allow us to assume that something is true without proof. Otherwise, we would have to learn anew each time we encounter a fresh situation. But if we allow our bias to shade our perceptions of what people are capable of, then it is harmful: we begin to prejudge others on what we think they can or cannot do.

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31 Planning Skills

Laurel, Alexander HRD Press, Inc. PDF

31

Planning

Skills

INTRODUCTION

Planning is the start of the process by which you turn dreams into achievements. It helps you avoid the trap of working extremely hard, but achieving little. The process helps you to:

◆ Take stock of your current position and identify precisely what is to be achieved

◆ Work out the process of getting there in the most effective, efficient way possible

◆ Detail precisely and price the who, what, when, where, why, and how of achieving your target

◆ Assess the impact of your plan on your organization (or your life)

◆ Evaluate whether the effort, costs, and implications of achieving your plan are worth the achievement

◆ Consider the control mechanisms that are needed to achieve your plan and keep it on course

You may have heard of one interpretation of the Pareto principle: that

80 percent of a job is completed in 20 percent of the effort. By thinking and planning, we can reverse this to 20 percent of the effort achieving 80 percent of the results. When you are about to plan a project, you face problems and risks. These might be:

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15 Empowering Others

Laurel, Alexander HRD Press, Inc. PDF

15

Empowering

Others

INTRODUCTION

Empowerment is a little like delegation—responsibility and power that managers grant employees. The reality today is that many front-line employees already have a great deal of power. The key is to recognize their power and motivate them to channel it in the interests of the business. For example:

◆ Employees who serve both internal and external customers and suppliers, and whose innovations are crucial, have the power to make or break your business. You cannot empower them; you just need to acknowledge how important and powerful they already are.

◆ Employees are now recognized as those who carry out the most critical jobs, and managers are increasingly seen as facilitators or coaches who simply need to stand back and let their people do their jobs.

Nevertheless, it is difficult for people to fully exploit their power because managers still have the power to promote or fire them. Both sides have their own sort of power and, today, the balance is more equal than it used to be.

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40 Skills and Strengths Analysis

Laurel, Alexander HRD Press, Inc. PDF

40

Skills and

Strengths

Analysis

INTRODUCTION

We develop our skills and knowledge through a variety of channels, including paid and unpaid work. Raising a family, volunteer work, interests, and hobbies add to our skills base. Skills refer to what we can do and what we know.

Strengths refer to our positive qualities gained through life experience and through paid and unpaid work. These skills and strengths form a toolbox to which we can add and from which we can use at will. They can increase our confidence as well as provide tools for career and life management.

The following list details the types of skills and strengths that we can all draw upon:

◆ Core skills. Core skills are formed by our general education and basic character and include basic literacy, basic numeracy, relationship skills, self-motivation, organization of time, organization of work, and selfmanagement.

◆ Skills gained via unpaid work. These might be gained through volunteer or community work or from our home life.

◆ Vocational skills. These normally arise from your paid work.

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