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Courtesy of gluemoon, Some Rights Reserved

I remember when I did the keynote at XP2007 and someone told me: “amazing how fast you go in your company, I’m happy my users are not asking me to go that fast” I remember I said “they don’t ask because they don’t know you can go that fast“.

I always think of that moment when I see teams with slow process, full of unnecessary steps that are usually in place for at least 3 reasons:

  • historical reasons (= no one knows why AND no one asks why they are doing that way)
  • “because dept. XYZ/important person ABC once told us to do that way” (= no one knows why AND no one asks why they are doing that way)
  • for the illusion of control

When this happens, I suggest people to try something that I’ve learnt during my hypnosis training: time is not absolute. Time is not absolute in the sense that even if it were absolute, we just perceive it (as we do with reality in general). As we perceive it, we transform it through our senses. And as we transform it, it happens time can go faster or slower depending on … us.
As an example when you are on the dentist’s chair time is soooooooo slow while when you are on holidays … it’s unfortunately too fast :).

Now what if we apply this concept to your company, team, business, task, process?  Take your ‘lead time’: the time that is needed to go from the beginning to the end of the activity you want to speed up. Describe it putting everything inside: make a nice flowchart, Gantt chart, process map of what make you comfortable. Make it visual.
Now make the magic and say: what if I knew this stuff here can be done 10 times faster? Rule #1 stop saying “it is not possible” and start looking at all the components of your process as if you knew someone can go 10 times faster.

Our brain can be easily tricked: do you remember when your wife (or yourself) were pregnant? Do you remember how many pregnant girls you started noticing? Same stuff when you decide to buy a new car: it seems everyone in the world has that car all of a sudden.
This is called focus: your brain is so focused on this new important stuff that all of your energies go there and you start noticing stuff that you were not noticing before, your brain start automatically acting in a different way trying to satisfy your new needs.

Use the same trick here: convince yourself you can do it 10 times faster, 10xFaster:
What can you make differently?
Can you cut a step in your process?
Can you simplify?
Can you use different people with different skills to it more quickly?
Are different roles beneficial?
Does it help if  you change the way in which people communicate?
Do you have to change software?
Are you really sure you have to do that extra manual step?

Don’t let the context (rules, politics, …) limit your new behavior: you can di it 10 time faster!

Do it. For 30′. In team. Deeply. And then leave … because you know, in the moment you start this process, your brain starts to be focused in that direction and this is the best tool I know to start changing.

PierG

Last week I had the chance to listen to a good training class on innovation.
The teacher talked a lot about his experience with several well known companies, talked about his best projects and then did his class.
Pretty interesting.
At the end I listened to a comment from someone in the audience:

‘wow, have you see how many good companies he worked for? And what a project! I’ve not understood very much of the lesson but he seems really good and he surely gave us a lot of good techniques’

What does this mean? That the content you are delivering is very importance but the credibility you have goes beyond the content. And it seems you can create credibility not only with facts but also through (hypothetical) third parties experiences. And if you have some content to deliver, it’s better you are credible if you want to be listened to. Especially if the content is good. And if the content is not good, you can try pushing more on the credibility, it might work anyway 😦

Our brain is so tricky sometimes …
PierG

Interesting tweet by Pamela Slim from Escape From Cubicle Nation written during the Work-Life Focus 2012 and Beyond Conference:

I’m not sure of the first see as it is too visual, for some of us could be more hear  or touch. So probably perceive is more correct even if see is more immediate. The sense is in any case it is more the perception of what’s happening than the anlysis.

I do love the feel part: we know that we decide with our gut and then we put in place the logic to justify our decisions, don’t we 🙂

By the way, nice Tweet: thank you @pamslim .

PierG

Last week I had the chance to meet Prof.Vacca at the Open Design Event @ Singularity.

Prof.Vacca told something that I live-twitted from the new Twitter account I use during conferences to limit spam on @PierG that is @PierGLive:

in english it means: “second guessing: someone tries to help me assuming he understand better than me what I want”.

Second guessing is what many sites do (are you saying Google? 🙂 ) recording your habits, elaborating them and trying to propose you ideas, solutions, products (advertising 🙂 ) that you should like and maybe that you were not aware of liking.

Nice

Scary

PierG

Quando non puoi cambiare le cose, meglio essere disciplinati – C.Feruglio

PierG

In my las post Pairing can be Unconsciously Powerful, I commented an article (Research shows that two people can learn to cooperate intuitively, but larger groups need to communicate) and explained how …

working in pair you can create what’s called rapport: one of the most important features or characteristics of subconscious communication. It is commonality of perspective: being “in sync” with, or being “on the same wavelength” as the person with whom you are talking. This goes beyond written rules or pre-set methods. As the sync is at the unconscious level, pairing can be unconsciously powerful

Now is this rapport what you really want when, for example, you are pairing in a pair programming session? Yes and no

Yes: if this means establishing a trustful and proactive relationship where the fight to achieve an excellent result takes place;

No: if this means not adding to the couple the necessary tension. This tension is the generative sparkle of the relationship. A good example of this deviation in the case of pair programming is what Francesco define with mamma programming where the two are looking for mutual protection and reciprocal approval.

Feedback?

PierG

Lately I was attracted by post on Lifehacker called Two People Cooperate Intuitively; Larger Groups Need to Make a Conscious Effort to Communicate. Having done some studying on hypnosis, I was curios and so I read the article that was quoted in that post called: Research shows that two people can learn to cooperate intuitively, but larger groups need to communicate.

The result of this research of the University of Leicester can be summarized by the first sentence:

Two people can learn to cooperate with each other intuitively without communication or any conscious intention to cooperate. But this process breaks down in groups of three or more.

Two interesting concepts (from a work point of view):

  1. working in pair you can create what’s called rapport: one of the most important features or characteristics of subconscious communication. It is commonality of perspective: being "in sync" with, or being "on the same wavelength" as the person with whom you are talking. This goes beyond written rules or pre-set methods. As the sync is at the unconscious level, pairing can be unconsciously powerful.
  2. moving from two to infinite need a shift from an “unconscious mind based communication” to a “conscious mind based communication”. Here the conscious mind enter the fray applying all sort of filters due to presuppositions, different values, different experiences and so on. These filters generate different ‘views of the word’ and so a common map to walk in this word is needed.

PierG


Courtesy of woodleywonderworks, Some Rights Reserved

Bandler says that everything is hypnosis, Erickson said that nothing is hypnosis: I don’t know, they are probably both right and wrong.

What I think is that everything is feedback.

We continuously react and adapt to context. And in the context of people we can enter in a more active or passive way.

As we cannot “not to communicate”, people react and adapt to our communication: being able to notice it or not, being able use the language to explore and stimulate people’s feedback … is another story. And it is a veeeery interesting story 🙂

Have you ever heard of NLP? Everything is feedback: a definition of NLP.

PierG

 
Courtesy of Haiko, Some Rights Reserved

There are many decisions making techniques: most of the them are based on the decision making process. They teach you how to split, to partitionate, to analyze, to weight, to make bifurcation or things like that.

Few of them are not dealing with the most important ingredient of decision making that’s also one of the most widely diffused illness of our management: (lack of) attitude.

Making decisions is like any of our physical and intellectual skills (mind and body are the same stuff, right?): if you want to be good at it, if have to do it and then do it and then do it and then ….

So the best decision making technique is not a technique but a mantra you will repeat day after day, hour after hour starting from now: "decide early, decide small!", "decide early, decide small!", "decide early, decide small!" …

PierG

I had the chance to take few days off in a beautiful place in Sardenia: sun, sea, sand, wind. No TV, no email, no phone calls : no distraction for my mind but my own internal dialogue.
And you know what, when you are talking to yourself about sun, sea, sand, wind your unconscious mind let many ideas emerge: they incredibly pop up … like the idea of this post itself.
How does our mind work? It seems my mind works in a way you have to be in a good place for both your body and your mind and think at nothing if you want to have great answers!!
PierG
p.s. Is this post a fruit of my recent hypnosis training?

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