Continuing our series looking at coaching tools and techniques, Coaching at Work road-tests Dilts’ Logical Levels of Change

1 The tool

What is it?

Many psychologists think neuro-linguistic programming (NLP) is controversial and lacking in scientific rigour. However, it is ubiquitous in the coaching field, offering really useful and pragmatic tools for helping clients make sense of their experiences.

Dilts’ Logical Levels of Change (also called ‘neurological levels’) was developed by Robert Dilts.

How does it work?

The tool is not actually logical, since change for our clients isn’t linear. However, the model incorporates six ‘levels’ and presumes that one level has to be satisfied before the others can be attended to. It invites the client to reflect on questions about their:

1. Environment
2. Behaviour
3. Capabilities
4. Beliefs and Values
5. Identity
6. Mission (Spirituality, what am I here for – the transpersonal)

(from J Oosthuizen, The Logical Levels of Change, 2009, accessed www.psychologyafrica.com, 14 May 2010.)

2 The administrator

Using the tool

This is one of my favourite tools for developing a client’s EQ. There are a number of ways to work with the model. I have used it in team development and as a paired exercise. In coaching, however, it is about inviting the client to reflect on a number of questions.

This is the basis of Dilts’ Logical Levels – simple in execution, powerful in impact. Rather than listing the questions, my client reveals how it works and the major impact it has had on her.

Margaret Chapman is an EQ coach, psychologist, supervisor, Gestalt and advanced master practitioner NLP and coaching lead at Coventry University

3 The client

The experience

It is difficult to capture the moment when you come across something that has such an impact on you that it will change the way you think, feel and behave about certain situations in your life. Yet, that is exactly what the Dilt’s Logical Levels of Change ladder did for me.

I was telling Margaret that I felt confused. I had ‘lost’ myself and was wondering how to make sense of events at work. As Margaret explained the Dilts model, it began to occur to me that this was answering my unconscious and conscious questions of confusion about where – and who – I am.

I felt an overwhelming and deep sense of emotion as I began to develop greater levels of my personal and professional selves.

Through the questions I could begin to make sense of my situation. Dilts’ Logical Levels helped me to embark on a journey of self discovery which led to me exploring my desire to be an authentic leader.

The application

Dilts’ is only effective if you are willing to explore the ‘inner’ you for the purposes of EQ development. Once the ladder was complete, I was able to re-affirm with myself who I knew myself to be, identify what my core values and beliefs were and begin to explore my own leadership style, while undertaking further research and study.

I was able to re-align myself and identify my sense of purpose – which I knew was there, but had been missing for a while.

I now realise that my core beliefs and values are mine and that it is not about another person trying to change the way I think or feel.

I have been able to identify my mission and purpose. Through this I have recognised the importance of Authentic Leadership and I am working on my personal ‘presence’ in coaching.

Margaret introduced me to Goffee and Jones’ book, Why Should Anyone Be Led By You? (2006), which talks about great leadership as helping people to gain high levels of achievement and performance by making them meaningful. This style of leadership strikes a chord with me.

Through Dilts’ I have regained my sense of self, my motivation and drive. I now have a clear direction towards wanting to be the best I can be. I recognise that through ‘losing’ myself for a short time, coaching generally and Dilts’ specifically, have enabled me to find and enter a new and exciting period in my career.

The verdict

Dilts’ is deceptively simple to use, yet powerful in its impact. Through appreciative inquiry and gentle questions I was able to develop my EQ and recognise the style of leader I wanted to be, to learn to ‘flex my style’ with different teams and individuals and yet at the core, to be – and remain – authentic. It is a continuing journey.

Jane Worthington is team leader at Loughborough College of Further Education

The pros and cons of Dilts’ Logical Levels of Change

UPSIDE

• Simple to use.
• Works with both individuals and teams.
• It draws on sound behavioural science and increasing research. Paul Tosey and colleagues at Surrey University are conducting empirical work to investigate the transformational learning that NLP espouses: www.nlpresearch.org

DOWNSIDE

• Needs to be used with an appreciative style of coaching.
• Meaningful outcomes can be achieved only through the client’s ability for self-reflection.
• NLP is often criticised for being a-theoretical and simply a set of techniques.

Coaching at Work, Volume 5, Issue 5