[Neurons] 2013 Neurons --- The Meta Reflections #36

[L. Michael Hall]

From: L. Michael Hall

2013 Meta Reflections #36

August 12, 2013

Modeling Excellence Series #16

 

 

WHY SOME MODELING IS INEFFECTIVE MODELING

 

 

Earlier this year I wrote 15 articles in the "Modeling Excellence" series
and ended that with the one back on May 27.  Recently in a training someone
asked, "When is modeling ineffective?  What would be an example of an
ineffectively modeling of some excellence?"  At the moment of the question I
did not have a poignant example, but now I do.

 

A number of years ago after Southwest Airlines demonstrated their excellence
in creating a low-budget airline that stayed profitable and kept growing
during the same time that every other airline in the US was suffering
declines and losses, if not going through bankruptcy.  So both United
Airlines and Delta attempted to model what Southwest was doing and enter
into the market as competitors.  So both launched subsidiaries to compete
with the Southwest's business model.  United invented "TED" which I often
flew between Grand Junction and Denver.  Yet while they were certainly able
to copy the system, they were not able to actually model the excellence that
distinguished Southwest.

 

That is, they were able to copy the planes, the processes, quick
turn-arounds at airports, etc. but they were not able to model and replicate
Southwest's values or spirit.  Southwest is known for their
entrepreneurship, fun, and love and the airline trades under the ticker
symbol LUV.  They were the airline which first introduced humor in something
as serious as the safety instructions given just before a flight takes off.
They added little comments like, "If you haven't been in a car since 1970,
here's how a seat belt works."  So while United and Delta airlines could
model the externals-what Southwest does, they could not model the spirit by
which Southwest employees do what they do.  Given their cultures, they could
not model the culture.

 

This explains, I think, much of NLP modeling which has failed to be
effective.  People have examined and modeled the structure of some
experience and have fully identified all of the external steps, actions, and
responses required to be able to do whatever some high performer or expert
is able to do.  But they missed something.  They did not get the internal
stuff- the spirit of the expert.  They did not capture the expert's
attitudes, values, principles, understandings, beliefs, decisions, identity,
permissions, and frames of mind.

 

So what's the problem?  The problem is that while Neuro-Linguistic Program
is superb at detailing the behaviors of an experience and some of the
first-level frames of mind- beliefs, it is not equipped to flush out the
multiple layers of self-reflexive frames.  And why?  Simple.  The classic
NLP strategy model does not include a model for modeling the systemic
self-reflexivity of human consciousness.  NLP is excellent for detailing the
linear strategy of the visual, auditory, and kinesthetic steps in "thinking
and "feeling."

 

This explains why NLP needs the Meta-States Self-Reflexivity Model.  That's
because above and beyond the strategy model, and each piece of the strategy
model, are additional layers of reflexive thoughts-and-feelings and for each
one of those are additional hidden layers.  And it is the Meta-States model
that is designed to identify these layers that hide within, above, and
behind these "thoughts" whether they are beliefs, decisions, identities,
permissions, prohibitions, understandings, etc.

 

Now, systemically when these layers combine they gestalt to create
additional phenomena that are more than and different from the sum of the
parts.  Within human consciousness, they gestalt into attitudes-higher level
frames of mind that hold together a synergy of multiple beliefs.  And
because of this, using the Meta-States model we can model the structure of
an attitude to identify the spirit of the expert.

 

Here then is the difference that makes the difference within so many
experiences.  That is, above and beyond what the top achiever does is his or
her attitude or spirit that actually drives the experience.  It is the
person's spirit that endows the experience with the certain quality that
takes it to a new level and gives it the quality that we are actually
seeking to model.

 

The point is that our modeling will be ultimately ineffective if we do not
get both the what and the why.  The what is the performance, even when it is
the micro-performance of the actions that make up the activity.  The why is
made up of lots of things:

           The intention behind it, which is made up of the values or
significance and which answers the why question.  "Why are you doing that?
What's your intention?"

           The principles and understandings governing one's assumptive
frames about how it works and how to carry it off.

           The aspirations of one's vision about the meaningfulness of the
activity.

 

The point is that to unpack the expert's attitude or spirit requires the
ability to enter into his or her matrix of multiple meanings or meta-states
that galvinize the person's robust state.  This explains why we really
cannot, or should not, use NLP as mere technology- as merely a set of
techniques.  To be a technician alone will only model out the external
activities as United and Delta did with Southwest and entirely miss the
inner "culture" of the company.  To model the culture, the inner spirit and
attitude of the people who add the quality to the activity, we have to use a
model that can handle the non-linear, systemic self-reflexivity of the human
subjective experience- the Meta-States Model.

For books on Meta-States, see  <http://www.neurosemantics.cm/>
www.neurosemantics.com  and click Products.

            For the APG Trainings that Introduces Meta-States, click
Trainings and then APG.

 

 

 

 




 

 

L. Michael Hall, Ph.D.

                Neuro-Semantics Executive Director 

                Neuro-Semantics International

P.O. Box 8

Clifton, CO. 81520 USA                             

                1 970-523-7877 

                Dr. Hall's email:
<mailto:meta at acsol.net\hich\af31506\dbch\af31505\loch\f31506> meta at acsol.net


     

    

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