- Cover
- Half Title
- Title Page
- Copyright Page
- Dedication
- Table of Contents
- List of illustrations
- Foreword
- Introduction to the book
- PART 1: The theory and operational context of NLP
- 1. Conscious leadership
- 2. NLP as a field of applied sociology
- 3. New management practices: paradigm change
- 4. ‘The map is not the territory’: reframing change leadership
- 5. It starts with oneself: the butterfly effect
- 6. NLP and the Law of Requisite Variety
- Introduction
- The Law of Requisite Variety
- 1 The world as we know it is our own social construction
- 2 We possess the capability to reconstruct our meanings
- 3 We can be authors of our social identities
- 4 We can change our emotional state at will
- 5 We can model excellence of capability in others
- 6 We can design and operationalize our future self
- 7 We can regress backwards through time to change meaning systems
- 8 We all possess the resources to manage any of our problems
- 9 Be curious not judgemental
- 10 Rapport is the key to social success
- 11 Uptime and downtime
- 12 COACH versus CRASH state
- Concluding thoughts
- References
- 7. The NLP paradigm
- Introduction
- 1 The map is not the territory
- 2 There is no failure only feedback
- 3 We own our results
- 4 We possess the freedom of choice to determine our attitudes
- 5 People make the best decision at the time with the resources they have available
- 6 Respect the world view of others
- 7 People always act with a positive intention
- 8 The meaning of your communication is in the response you get
- 9 We can shift perceptual position at will
- 10 Resistance is a sign of poor rapport
- Concluding thoughts
- References
- PART 2: Applied NLP
- Index
-
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