Just in case you’ve never encountered the ‘Law of Attraction’ before, it’s a “New Thought” or (as the mainstream would […]
This week’s podcast shows you two ways to install goals into your future, plus (if you’re using this for coaching […]
This week’s podcast exposes the missing piece from the SMART goals model, and gives you a better model that takes […]
This week’s podcast is about goal-setting 101 and features, among other things, why “I want to be happy” is not […]
This is another slightly edited extract from my book Work/Life: Achieve Your Goals (Dorling Kindersley 2006). It follows on from […]
The biggest problem that people have in their strategies for motivating themselves is that they never get started. The could […]
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Many hypnotherapy schools, like the one I did my original (hopelessly crap though very expensive) training with, advertise their shorter […]
Using the S.C.O.R.E. in practice – with individuals
really get the best from the S.C.O.R.E. it needs to be more than a
cerebral paper-and-pen exercise. Instead, lay the timeline on
floor and mark out Causes, Symptoms, Outcomes and Effects as spaces
along it. Resources should be somewhere off the timeline.
model will have more impact if the explorer physically steps into each
location as they investigate it. This helps to physically associate the
person into the state and frame of mind of each component of the model,
making it easier to access all the information at each stage.
walking through the sequence from Causes, through Symptoms and Outcomes
to Effects, the explorer will begin to condition in a metaphorical
sequence of moving from 'problem' to 'solution'. They can step off the
timeline and gather what they need from the Resource location any time
it feels right.
The 'Dancing S.C.O.R.E. Format' developed by
Judith DeLozier takes this principle even deeper into the kinaesthetic
realm, inviting the client to adopt the posture and movement that feels
characteristic of each stage. By moving repeatedly through the sequence
of postures from problem to solution, the client begins to internalise
the direction of change 'in the muscle'.
A skilled NLP
practitioner will be able to make the process more effective by
anchoring the 'positive' stages (Resources, Outcomes and Effects) as
appropriate. You could also use embedded suggestion and hypnotic
tonality in your questions to help the client associate more fully into
Using the S.C.O.R.E. in practice – with teams
a management team wants to assess where they are now, and where they
want to get to – or indeed if they want to draw a line under past
failures and set some new objectives – the S.C.O.R.E. model provides a
ready-made format. It's best done with an independent facilitator who
can guide the process without having an emotional stake in the content.
In my experience, most managers are not interested in the
intricacies of NLP, but just want something that helps them to move
forward. The S.C.O.R.E. model is well suited to the task because it is
You don't even have to make the concept of a
timeline explicit – just arrange four flip charts in a line to
represent Causes, Symptoms, Outcomes and Effects, with another flip off
to one side for Resources, and you have an implicit timeline. As the
team members move from one flip to another to record the information
they get from each stage, they will unconsciously internalise the idea
of progress along a timeline even if it's never explicitly mentioned (I
picked up this tip from NLP business consultant Colin Reeve).
This being the UK, you may also welcome some ideas on how to
prevent a team problem-solving format that starts with examining
'symptoms' from turning into a morale-sapping whinge fest? Your
introduction will set the tone for the rest of the session, so
emphasise the desired end result of clarifying the desired outcome and
identifying the positive consequences. The more you know about the
values of the team, the more you can encourage their 'towards'
motivation. If it's a particularly 'away from' team, you can emphasise
the consequences of not focusing on the desired outcomes and effects.