Improving Personal and Organisational Performance in Social Work by Jane Holroyd

Author:Jane Holroyd [Holroyd, Jane]
Language: eng
Format: epub
Tags: Social Science, Social Work
ISBN: 9780857259974
Google: t2i-el-sTWcC
Publisher: SAGE
Published: 2012-03-22T03:36:37+00:00

Indeed, Blanchard (2007: 215) suggests that the reason why individuals resist change is because their concerns regarding a change are not ‘surfaced or addressed’. In addition, as Rose Charvet (1997) would emphasise, it is so very effective to be able to predict a person’s behaviours by what they say and, importantly, how language can also influence and motivate an individual.

Part 3

Effective

influencing and

motivating others

Section 9

Persuasive language

Persuasive language is about getting people to believe that they have the resources required to achieve and be effective, which is essential for motivating individuals and teams. The impact can be charismatic.

Empowering beliefs for creating change is about recognising that all individuals have their own view of the world, described in Section 8 as a ‘map’, and therefore their own interpretation of events and experiences. Respecting and understanding these differences, and the principle that the actions of an individual are not the same as who that person is, create the foundation for effective communication.

A compelling and very skilled communicator, Milton H. Erickson, has been described as one of the most significant individuals who demonstrated ‘highly skilled and effective use of language’ (Linder-Pelz, 2010: 91). He had a profound effect on Richard Bandler and John Grinder, co-founders of NLP, who modelled Erickson in the early 1970s and then published several books which demonstrated the language patterns they had noted. These formed the basis of the ‘Milton model’.

Erickson connected with people’s reality, describing what they must have experienced, and leading them to new ways of creating behavioural change. He instinctively was exquisite at rapport building, both verbally and non-verbally. He believed that the clients had the resources within to make any necessary changes, and he helped them to access these (Bandler and Grinder, 1975b).

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