The Magic You Can Perform With NLP Reframing

8/13/2019 The Magic You Can Perform With NLP Reframing

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The Magic You Can Perform With Reframing

Reframing for Creatively New Managing OptionsL. Michael Hall, Ph.D

We all frame and we all reframe because this describes how we thinkrepresent information, use language, and create meaning. Initially, we fram

because our minds do the work that minds do !i.e. process information, reasondraw conclusions, etc." by using frames#of#reference. Whene$er you think, yoreferto something and referenceother ideas to make sense of it.

%hink about anything, and we automatically, &uickly, and unthinkingly set it insome frame. 'y framing, we establish the classes and categories by which we thethink. Without such framing, we would not know how to e$en think about somethingWe frame by defining, associating, remembering, and using $arious referencpoints.

(ny manager thinking about a new hire, an end of the year appraisabrainstorming a new pro)ect, or a celebration for a successful pro)ect, thinks abouthings in terms of other things. We think about things using $arioumeasurements, references, concepts, and considerations. %hese things determinhow we think about things. *wiss watchmakers used to control the market fowatches. %hey thought of those watches as mechanisms with gears and springs. Iyou wanted to make &uality watches, that was how you made them. +oel (rthu'arker in uture -dge tells about *wiss watchmakers first learning about electroni&uart/ watches, de$eloped in *wit/erland0s 1euchatel 2esearch Institute in 3456'ut they dismissed the new kind of watch.

Why7%he new watches didn0t ha$e what all watches ha$e#gears and springs.(s a result, by 3463, the *wiss had lost 89,999 of their 5:,999 )obs they had

in that industry in 3456. Why7 'ecause, unencumbered with the *wiss frame oreference, the +apanese had taken to making electronic &uart/ watches and hadcaptured the market.

The Magic of FramesWhen it comes to frames of reference, whoever sets the frame controls the

subsequent experience. %here0s that much magic in frames. rames ha$e thamuch influence in our li$es o$er our perceptions, creati$ity, and ability to operate apeak performance in our businesses. We might e$en paraphrase the old pro$erb"As a person frames, so he or she is."With this recognition of the go$erninpower of frames, we now ask;

(s a manager, what frames ha$e you set in your business withregard to production, &uality, handling disagreements and conflicts, customeser$ice, pay raises, operating as a learning organi/ation, staying current witthe e$er#changing markets, etc.7

What frames do you operate from as a manager7

How do your frames help or hinder you in terms of your ow

creati$ity7


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The Invisibility of FramesMost people don0t ha$e an immediate answer to these &uestions. %ha

highlights a $ery powerful and profound aspect of frames, namely, their invisibility%heir $ery invisibility, in fact, gi$es them their power. (s with the e


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that occur in work en$ironments and that ha$e occurred. We use them as framesExperienceswith pre$ious employers, bosses, super$isors, managers, etc. set thframe for how we think about and relate to today0s management.

From Frames to eframing to Frame &ames%he power that a manager has in communicating actually in$ol$es the powe

of framing and reframing. *kill in this area puts into the manager0s hands the tool

for managing the conceptual atmosphere within which a business operates. Ireframing, the manager works with the "mental models"of peers, bosses, anemployees in order to create new frameworks for thinking.

%he ability to frame and reframe grows from the awareness that nothing hameaning in and of itself, but that meaning in the human sense emerges as mental construct#a way of thinking about something. My colleague, Dr. 'o'odenhamer, and I ha$e written an entire book on con$ersational reframing !MindLines: Lines for Changing Minds, 344?". In that work, we identified se$edirections for sending a brain. %hese se$en directions, in turn, pro$ide se$edimensions for reframing. %hese included;

Deframing; pulling a piece of meaning apart.

2eframing; reclassifying some action or idea.

Pre#framing; setting up a frame ahead of time that establishes

perspecti$e.

Post#framing; setting up a new time perspecti$es from a futur

$antage point so that as a person looks back upon an action, it takes on newand different meanings.

@ounter#framing; pro$iding counter eutframing; stepping aside from a piece of meaning and setting

new and higher frame about the idea.

Metaphorical framing; using story, metaphors, and non

propositional language to frame things using an analogous situation.Every frame controls what we pay attention to and how we order ou

attention. -$ery frame also controls how we feel, talk, and respond. *o the *wisshowed no lack of intelligence, integrity, or acumen when they looked at electroni&uart/ watches. %hey percei$ed, understood, and felt about that according to theiframe. (ctually, it took intelligence to bring their frame to bear upon the newinformation because they had to check it out, compare it with their referencingsystem, and recogni/e that it does not fit. It also took integrity to be true to thgo$erning frameworks and to say 1o to the new.

What they didn0t account for was the frame itself. %heir frame of mind tha

put them in opposition to the unpro$en and untrustworthy electronic watches camfrom their frame of reference. It all worked perfectly well. -


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on others and oursel$es in creati$e, respectful, and elegant ways7I0d suggest we start by recogni/ing that we ha$e and use many le$els of the

mind. We ha$e a mind about whate$er first le$el or primary le$el tasks anchallenges before us. We ha$e thoughts aboutpeople, e$ents, markets, etc. %hesthoughts themsel$es create and set frames and might need reframing.

We also ha$e higher thoughts. We ha$e thoughts about those thoughts !metathinking or meta#cognition". What do we think about our thinking7 What thinkin

patterns ha$e we brought to bear upon the first le$el thoughts7 Do these ser$e uwell7 Do they close down our minds, make us rigid, dogmatic, etc.7

(nd we ha$e e$en higher#le$el thoughts about our thinking patterns.Ai$en these levels of mind, perhaps most important, the creati$e task o

reframing should in$ol$e establishing a Buality @ontrol rame of Mind about thfunctioning of our mind in thinking, feeling, percei$ing, etc. rom time to time wshould step back from our thinking, reminding oursel$es of the frame blindnessthacaused the *wiss watchmakers to lose control of their market, and ask somcreati$ity#influencing &uestions;

What am I missing7

How could I be fundamentally wrong7 Is there a better approach7

What changes might radically affect this7

What frames of referencing ha$e I been using7

What other frames of referencing could I use7

Who or what might be setting a new frame for this field or market7

*taying current and up#to#date most essentially in$ol$es ha$ing a fle


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eferences*Hall, L. Michael 'odenhamer, 'ob A. !344?". Mind-lines: Lines for changing MindsArand +ct., @>; -.%. Publications.Hall, L. Michael !:999". Frame ames: !e "ho #ets the Frame Controls the ame!In press".(uthor; L. Michael Hall, Ph.D., cogniti$e psychologist and author of more than a

do/en works in 1euro#Linguistic Programming, is co#founder of %he Institute o1euro#*emantics. He can be reached $ia his web sites;Ehttp;FFwww.neurosemantics.comGEhttp;FFwww.learninstitute.comG Michaelneurosemantics.com Emailto;Michaelneurosemantics.comGor surface mail; P.>. 'o< 4:3, Arand +ct. @>. 63893.4?9#8:#?6??a

The Magic You Can Perform With NLP Reframing

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