Mechanics of "Why?"

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Summary of the code-breaker

Cracking the code

The process steps are:

  1. State what the problem or presenting issue is, ideally in a manner that all parties can agree with (although this is not a critical part of the method).
  2. Chunk up to determine the higher interests, both disclosed and covert, of each of the parties.
  3. Chunk down to collect as much data as possible about the tangible and intangible barriers that have stopped the conflict being resolved before now.
  4. Identify a leverage point for action that would either resolve each of the barriers or, at worst, be neutral in its effect on them.
  5. Create a new goal that addresses the leverage point and is under the control of the participants.
  6. Check that the results of the new goal meet the higher interests identified in step 2.

The effectiveness of this process lies in its completeness: it systemically covers all the elements of the conflict system. It recognises that any dispute exists in relation to a complex set of relationships and interdependencies. Because the new goal has been derived from the system, it is much more likely to generate movement than anything forced from the outside.  Flashes of insight will often be gained from parts of the process, but it is dangerous to attempt to implement these in a half-baked way as they may prove to be dead-ends by the time we have completed all steps of the method.  These insights are potentially useful, but It’s best to park them so that they can contribute towards developing a more comprehensive and robust resolution later in the process.

Current chapter

  • We are locked into a conflict
    • Introducing the conflict code-breaker™
    • Summary of the code-breaker
    • Code-breaking walk through
    • Inner beliefs
    • Code-breaking in action

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Latest chapters

  • We can’t agree on the best decision
  • Chaining anchors
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Problem chapters

  • Problems with myself
    • Work/Life Balance
    • Procrastination
  • Problems with other people
    • Coping as an introvert in an extrovert world
    • Difficult people, difficult relationships
  • Problems with my organisation
    • We don’t achieve our goals and objectives
    • The same problems keep coming up, time and again
    • Meetings, bloody meetings!
    • How does strategy really work?
    • We are locked into a conflict
    • We can’t agree on the best decision

Skills Chapters

  • Business skills
    • Coaching
    • The conflict code-breaker™
    • Sensible strategy
    • Decision drivers
  • Diagnostic skills
    • Values and Value systems
    • Filters in language and thinking
    • Logical levels
  • NLP skills
    • Outcomes
    • Establishing rapport
    • Perceptual positions
    • Anchoring
    • Chaining anchors
    • Integrating parts

Problems

  • Problems with myself
    • Work/Life Balance
    • Procrastination
  • Problems with other people
    • Coping as an introvert in an extrovert world
    • Difficult people, difficult relationships
  • Problems with my organisation
    • We don’t achieve our goals and objectives
    • The same problems keep coming up, time and again
    • Meetings, bloody meetings!
    • How does strategy really work?
    • We are locked into a conflict
    • We can’t agree on the best decision

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Ian Ross and Brian Wood are the primary authors of this book. You are free to use it as you wish, but we retain ownership of the copyright.

Please feel free to contact us. Our approach to providing consulting and facilitation support is described here.

www.telossolutions.co.uk
www.vievolve.com

Skills

  • Business skills
    • Coaching
    • The conflict code-breaker™
    • Sensible strategy
    • Decision drivers
  • Diagnostic skills
    • Values and Value systems
    • Filters in language and thinking
    • Logical levels
  • NLP skills
    • Outcomes
    • Establishing rapport
    • Perceptual positions
    • Anchoring
    • Chaining anchors
    • Integrating parts

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