3. Gather Learnings from the Observer Position (Meta-state).
a. What resources did that younger you need?
b. What resources did the others in the event need?
c. Identify the needed resources.
4. Come Back to the Present and Access Resources.
a. Access and anchor each and every needed resource.
b. Amplify and test the anchors for the resources.
5. From the Observer Position, Transfer Resources (Meta-state).
a. Give the younger you each resource and let the event play out with that resource. See yourself giving the younger you the added resources. Observe the event playing out with that resource intact.
b. Give others in the movie those resources they need.
c.Run an Ecology Check.
Does it provide better closure?
Does it enhance life?
Does it give you a more useable “map”?
6. Associate into Resource State (# 5 above).
7. Come Forward Associated Through Your History with the Added Resources.
Bring the added resources up through the Time-Line of your history through each subsequent year of your life enhancing and enriching your Time-Line.
Let the added resources transform everything.
14.11.0.95 XI. Collapsing Visual Anchors: Overcoming Doubt
In his NLP training seminars, Tad James takes his participants through an exercise in overcoming doubt.18 James does this to prepare them mentally to break a pine board. The exercise serves as a powerful utilization of the concept of parts integration. You can do the exercise by yourself. If you are left-handed, then substitute left for right throughout.
Stand for this exercise. Take both of your hands and put them out in front of you. Close your eyes, and recall a time when you felt totally powerful. As you recall that time, step right into your body, feel what you felt, hear what you heard, see what you saw. Now, take all that feeling of feeling totally powerful and bring it up through your body. Make an image of it and put it in your right hand.
OK, clear the screen. Now I want you to remember a time when you felt totally loved. Allow that love to envelop you. Associate fully into that experience by seeing what you saw and hearing what you heard. Take all that love and make an image of it. Open up your right hand and put it into your hand. Then close your hand. Again, clear the screen.
I would like for you to remember a time when you couldn’t fail… a time when you knew you had it all. Remember a time when you knew you could have all you wanted. As you recall that time, step right into your body. Look through your own eyes, hear what you heard, see what you saw, feel what you felt. Associate fully into that time when you knew you could have it all. Feel that experience of feeling totally powerful in knowing that you could have all you want. Take all that energy and bring it up through your body. Make an image of it and put it right into your right hand. Close your right hand over that.
Now clear the screen. Remember a time when you were really energetic. Select a time when you had a whole lot of energy. You felt so energetic. You had all the energy you could ever need to do whatever you wanted to do. Step right into your body, see what you saw, hear what you heard, feel and what you felt. Take all that energy and pull it up through you. Make an image of it and put it in your right hand. Close your right hand over that. Just hold that in your right hand.
Now, remember a humorous time, a time when you were laughing uncontrollably. Step right into your body and see what you saw, hear what you heard and feel what you felt. Now take all that laughter and good feeling and make an image of it. Put that image in your right hand and hold it there.
Now open your right hand and look at the shape of all that energy, power and good feeling. Look at the color. Look at the size. What would it say to you if it spoke to you? Hold it up to your ear and hear what it has to say. What sounds does it make? Now notice how good it feels. Notice the size, the weight and the texture of all that energy. Now close your right hand lovingly over this.
Do you have any doubts about your becoming the person you want to become? Make an image of those doubts and put them in your left hand (or right hand if you are left-handed). Take whatever doubts that you may have and place them in your left hand. Listen to what they say to you. Feel the feelings of all those doubts.
Now take the good stuff in your primary hand and pour it into your other hand and make a noise while you do it. Continue pouring the energy hand into the doubtful hand until they become the same. Look at them until they get to become the same color, size, shape and texture. When they become exactly the same, then once more recall a time when you felt totally powerful, totally loved, and a time when you could have it all. Put them all right into your primary hand and close your hand lovingly around it and squeeze your hand. You can now recall those feelings any time you want.
14.11.0.96 XII. Chaining Anchors
What do you do when the desired state becomes so far away from the present state that integration will not happen with the collapse anchor procedure? In some situations the desired state appears so far away from the present state that the two-step process of collapsing anchors will not work. Moving from a stuck state to a state of motivation could possibly provide an example. For some people, motivation seems too far away from stuck for integration to happen. Stuck will not chain through to motivation. Neurologically, stuck will not integrate with motivation. Chaining anchors is the answer. In this process, we place other states between the two.
I (BB) use the knuckles for this procedure. You may choose to use the back of the hand or the arm. The process involves selecting states that will step or chain the person from the present state to the desired state. I will use stuck to motivation as an example. Stuck state represents the present state. Motivation represents the desired state. However, the desired change provides too great of a change for a two-step process of collapsing anchors.
So the answer lies in designing several steps to get the person from stuck to motivation. You anchor each state including the present state and the desired state. I have listed below the steps to the process. I will explain the process as we go through the steps. You can do this exercise with two people. A three-person exercise works best.
Establish rapport with the client.
Explain to the client that you will touch them for the purpose of anchoring.
Identify the Problem State. For sake of illustration, we will use a stuck state as the Problem State.
Identify the end state. We desire motivation as an end state.
Design your chain. Crucial to the success of this procedure involves the designing of the chain. Your choice of the state that will get the person off of stuck will determine the effectiveness of the procedure. Ask the client, “Recall the last time you got off of stuck. How did you do it?” If they cannot recall a time they got off stuck, ask them to imagine what it would take. Ask the person what motivates them. For some people, moving “away from” something motivates them. In NLP we call these people “away from” people. Their direction filter (a direction filter is a Meta-program or a neurological filter) moves away from what they do not want. You will need to choose a negative state like fear to get them out of the stuck state. This first step must function as a major driver for the individual.
Other people will move “towards” what they want as their direction filter. Being drawn towards something or someone motivates them. For this person you need to choose a state like desire or passion to get them off stuck. Question the person until you lead them to tell you what will get them off stuck. For the sake of illustration, we will say that our demonstration subject functions as an “away from” person. Fear is a motivator in their life. Thus, we will choose fear as the first step to get them off stuck.
After choosing the first step we begin to design the remainder of the chain. How many steps does a chain require? The answer is: as many as it takes! Usually three to six steps will do the job. The client will let you kno
w. I (BB) write the present state down and then leave a space and write down the desired state. I then let the client look at it and decide how to fill in the middle.
a. Present State (stuck)
b. Intermediate state # 1 (fear)
c. Intermediate state # 2 (calm)
d. Intermediate state # 3 (security)
e. Intermediate state # 4 (pressure)
f. Desired state # 5 (motivation)
In the above design I inserted some possible states that would get an “away from” person off stuck to motivation. Notice that pressure exemplifies a negative state but provides a powerful motivator for an away from person. In questioning the individual, calibrate each step. Using your sensory acuity skills, you can determine if each step follows congruently from the former. The person will tell you both verbally and non-verbally.
6. Elicit and anchor each state separately. After designing your chain, elicit and anchor each state. Include the present state and desired state. Follow the procedures of proper anchoring. Make sure to test each anchor. You may wish to stack your anchors.
7. You have now become ready to fire the anchors. This step offers a crucial step in this process. In order to chain or link the anchors, you must fire them correctly. First, fire present state anchor (stuck). Have your finger over the intermediate state # 1 (fear). Once the present state peaks, release that anchor and fire intermediate state # 1 anchor. Do not fire them at the same time. Doing this collapses the anchors. You do not want to do this in chaining anchors.
8. Do a break state by having the client clear their screen, breathe deeply, etc.
9. After chaining from the present state to intermediate state # 1, test your chain. You test by firing the present state anchor. If your chaining works, the client should go into the stuck state then into the intermediate state # 1 of fear.
10. Do a break state by having the client clear their screen, breathe deeply, etc.
11. Now, fire present state anchor (stuck), observe client go into stuck and then into intermediate state # 1 (fear). When the client goes into intermediate state # 1 (fear), then you fire intermediate state # 2 (calm) at the peak of fear.
12. Do a break state.
13. Test your chain. Fire the present state anchor. Your client should chain from “stuck” to “fear” to “calm.”
14. Do a break state.
15. Fire the present state anchor (stuck). You will see “stuck,” then “fear,” then “calm.” When “calm” peaks, you fire intermediate state # 3 (“security”). Do a break state and test.
16. Repeat on each state through the desired state of motivation.
The successful completion of this procedure will give the client a choice of whether to function in a “stuck” state or “motivated” state. The event that triggered stuck can now trigger motivation. The client now functions at choice. A person who has choice will most often choose to live not in a “stuck” state but a state of “motivation.”
After reading this chapter, you will probably agree with me that knowledge of anchoring provides a useful tool. What kind of anchors does our behavior produce? Do we have negative anchors that need collapsing? Do you have negative anchors in your marriage that need collapsing? Does a particular tone of voice that you use anger your spouse? What kind of responses do you get from your children? You can anchor positive behavior in your children. Whenever you desire positive behavior from them, fire the anchor. The process offers a simple tool in state control. Whenever they behave in a way you desire, anchor that behavior in any rep system or a combination of the three. I (BB) do not have any children. However, I have an eleven-year-old niece who adores me. I anchored a positive anchor on the side of her arm. Every time I fired the anchor, she gave me a strange look and shaped up.
The uses of anchoring for pastors and teachers provide endless examples. I always stood on the right side of the pulpit whenever I spoke of commitment and decision. If my subject matter was somewhat negative, I stood on the left side of the pulpit. Guess which side of the pulpit I stood when I invited people to come forward to the altar as a sign of their public commitment? You may observe evangelists doing this. However, I (BB) doubt that they realize they do this.
Have you ever followed a popular speaker? You walked to the podium in fear and trembling. You may ask yourself, “How can I follow that presentation?” Not only can you follow him, you can have immediate rapport with the audience. Observe what anchors the speaker uses. Notice their gestures. Observe their posture and where they stand on the platform. Do they use audio-visual aids? Steal their anchors. They will not know how you gain such immediate rapport with the audience unless they understand NLP.
14.11.0.97 XIII. Visual And Auditory Anchors: Stage Anchoring
How do you set visual or auditory anchors? In setting auditory anchors you may use particular words or sounds. For instance, I (BB) often use the word “relax” to anchor in a state of relaxation in a client. Not only do I use the word, I also use a particular voice tone. I say the word with a low and soft voice. Therefore, both the word and tone of voice establish an auditory anchor for relaxation in the client. You can also use a cough, snap of the fingers or the click of a pen for an auditory anchor. This works well with groups. A cough provides not only an auditory anchor, but it also provides a visual anchor. When the person or group gets into the desired state, raise your hand and cough. Whenever you desire the same state in the person or group, repeat the same procedure. Repeat the procedure exactly. This will fire the anchor and recall the same state or behavior.
I use the “thumbs up” sign as a visual anchor. Often I will couple the thumbs up sign with some positive statement like “I can do all things …” at the same time I give the thumbs up sign. By doing this, I establish both an auditory and visual anchor. I use the “thumbs up” anchor with my students. Any time I wish to challenge my students to move out into action, I will fire this anchor. I call this procedure “stage anchoring.” The “thumbs up” anchor works the same way as the positioning of the minister’s body on the pulpit area in anchoring in a certain state with the congregation (see above).
Note: A salesman could ask a customer to recall a previous major purchase and describe it. As the customer describes the purchase, the customer will have to mentally go through their buying strategy. Once the customer gets to the point in their strategy of actually purchasing the product, the salesman should set an anchor. After the salesman determines the customer’s need for his product, and has explained his product, he can fire the anchor at the time of his closing. This will place the customer back into the state of purchasing a product at the point of closure.
In setting stage anchors, anchor desired states for the audience to your particular positions on the stage. Also, when anchoring a state in an audience, put on that state by physiologically and tonally getting in the state yourself. Then, when you wish to re-create a state in an audience, reposition yourself on the same spot on the stage where you originally set the anchor. And place yourself into the same physiology and tonality of the state you wish to re-create. This procedure will evoke from the audience the previously anchored state.
You can also create a series of stage anchors. For example, suppose you desired to move an audience from apathy to excitement. Because we measure a great distance from apathy to excitement, you will become more successful by creating a series of stages to the desired outcome. This procedure provides the same model as the previous procedure of chaining anchors. The only difference lies in the fact that on stage you use visual and auditory anchors rather than kinesthetic anchors. The challenge becomes to devise a state that will bring the audience out of apathy for the first step. Intense curiosity may accomplish bringing the audience out of apathy. Then, ask yourself what would the next state on the way to excitement become? What about a state of becoming challenged? Would this move the audience towards excitement? Yes, it probably would. Now, do we need another state between challenge and excitement? For good measure, l
et’s put one in. A step between challenge and excitement could become expectation. So, our chain from apathy to excitement would look like this:
Step one: Apathy
Step two: Intense curiosity
Step three: Challenge
Step four: Expectation
Step five: Excitement
In moving the audience from apathy to excitement, you will chain these anchors. So, first, select a spot on the stage and anchor in the state of apathy. Be sure to put yourself into the state by exemplifying the physiology and tonality of the state of apathy. Next, select another spot on the stage and anchor in the state of intense curiosity. Exemplify curiosity by placing yourself into the state of intense curiosity. Follow this procedure with each of the five states. After setting these anchors, chain through them two or three times. In short order you will move the audience through the chain by simply placing yourself in the five positions on the stage. Don’t you find this exciting?
14.11.0.98 XIV. Collapsing Anchors: The Advanced Visual Squash Pattern
This pattern offers a way to bring about an integration of parts in conflict. When you have two conflicting internal representations, these differing representations set up differing programs for believing, perceiving, emoting, and behaving. They run incompatible neurological patterns. This pattern will bring about an integration of these two models of the world.
14.11.0.99 The Pattern
Identify the inner conflict. Identify and separate parts. “You have a part responsible for “X,” do you not?” Give each a name or label, and notice the internal representation of each part.
Now allow a visual image of each part to form and, as they do, place each part in each hand. For instance, put your Playful part in the right hand and your Work/Business part in your left hand.
The User's Manual for the Brain Volume I Page 34