After all of this and much more, Mo was left with a
completely overhauled shop. The time needed to find and buy
items had been cut by at least 50 percent and his customers
were delighted with the changes. But what about Mo? He was
delighted too, although he appeared at times to be a little
bemused. This was not surprising really when you start to
deduce what must have been going on in his head or, more to
the point, howit was going on in his head. Mo’s shop was an
expression of his internal structuring. His shop and everything
about him were a mirror to his internal experience.
The methods used by the BBC team (the results of which were
wonderful, in the short term) are the methods used by so many
businesses wanting to update and bring about a culture change.
The remedy so often seized on is to change the environment.
How many businesses and shops have you seen go about a
facelift in just this way? Yet the facelift that would really make
the difference is the inner facelift. This is what modeling is all
about. By modeling what was going on in Mo’s inner
experience, we can deduce not only how he has got what he
has got but also, to take it one step further, what he might need
to change in his inner world to really make a difference.We have strategies for making decisions such as what to have
for dinner, where to go on holiday, how to plan our day. There
is a pattern to the way we do this.
For example, the way I decided to write this book was:1I saw others (close friends) write a book.
2I imagined myself writing a book.
3I asked myself repeated questions over time about what
the topic would be and how I would do it.
4I looked and listened for examples of how others did this.
5 When eventually I could clearly see myself writing a book
(even down to seeing the context in which I would write it),
I got a feeling that the time was right.
6I committed myself by telling people what I planned to do.160 NLP AT WORK