Words That Change Minds | CHARVET SHELLE ROSE

Summary of: Words That Change Minds: Mastering the Language of Influence


Delve into the fascinating world of the Language and Behavior Profile (LAB Profile) as you explore the book ‘Words That Change Minds: Mastering the Language of Influence’ by Charvet Shelle Rose. Learn how to predict, understand, and influence people’s behavior by identifying their motivations, thought processes, and decision-making patterns. Discover the power of neuro-linguistic programming (NLP) and find out how to apply the LAB Profile in various communication contexts, including presentations, marketing, hiring, and coaching. Throughout this illuminating summary, you will gain insights into, the intricacies of influencing language, and the different patterns that shape the way people interact and make choices.

Influencing Behavior with LAB Profile

The Language and Behavior Profile (LAB Profile) is a tool created by Rodger Bailey that helps you predict, understand, and influence people’s behaviors and decisions. With a set of about a dozen questions, the LAB Profile uses neuro-linguistic programming to analyze how people think and communicate. This method can help you build rapport and change limiting beliefs. You can apply the LAB Profile in various contexts, including making presentations, improving marketing processes, hiring the best candidates, and coaching organizations for effective communication during changes.

Mastering the Art of Influencing Language

To successfully influence people, one needs to use language that appeals to them while avoiding language that upsets them. The language of influence involves selecting words that have the maximum impact. Motivation patterns of individuals vary, and these can be identified by examining categories such as Level, Criteria, and Direction.

The Level category refers to the identification of being proactive or reactive. Proactive people are the initiators who act without much thought, while reactive people tend to wait for others to initiate. Extreme Reactives are cautious about studying a situation before acting. By understanding where people fall on the proactive-reactive spectrum, one can choose appropriate language to influence them in the desired direction.

The Criteria category is about how people describe their values. Every criterion has both conscious and unconscious elements that trigger physical and emotional reactions. Knowing the “hot-button” words in someone’s criteria can be a powerful tool in influencing them.

Direction refers to the way people move – either “towards” their goals or “away from” their problems. Towards people are excited about achieving goals, while Away From people need deadlines to motivate them. These individuals excel at identifying obstacles that can lead to problems and solving them but are prone to easy distractions. Identifying Direction can help recognize whether “towards” or “away from” language is more appropriate.

Ultimately, one should use the language of influence by being mindful of the words they choose and keeping the motivation patterns of the listeners in mind. Going beyond surface-level language and using deeper insight into the listeners’ criteria and direction is the key to mastering the art of influencing.

Different Patterns of Thought

The book delves into the various decision-making patterns people display based on their thinking processes, particularly their source, reasoning style, and reaction to change.

The author explains two types of Source patterns- Internal and External. Individuals who follow the External pattern seek external opinions and feedback to motivate themselves, while Internals make their own decisions and prefer not to accept others’ opinions. “Extreme Internals” may exhibit a “Macho Pattern,” which is characterized by a belief in one’s superiority over everyone else. To soften this pattern, it is essential to use language that communicates without dismissing others’ opinions entirely.

In terms of decision-making, the author suggests two types of patterns- “Options” and “Procedures.” Those with an Options pattern prefer open paths to their goals and are motivated by possibilities and opportunities, while those with a Procedures pattern focus on following instructions step-by-step and do not break rules.

Finally, the book discusses four types of Decision Factors and corresponding patterns- “Sameness,” “Sameness with Exception,” “Difference,” and “Sameness with Exception and Difference.” People with a Sameness pattern prefer stability and dislike change. They are more comfortable in administrative or production tasks. On the other hand, “Double Pattern” individuals want to balance both revolution and evolution, while those with a Difference pattern resist stability and thrive on major changes.

In conclusion, the book highlights how our thinking style influences our decision-making patterns and that being aware of these patterns can help us make better decisions.

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