The Necessity of Change: From Intention to Action
If you want to change the results you are getting, you must first change the way you approach things. Many of us desire significant changes in our lives, yet resist the actions necessary to bring those changes about. For example, we may want to become fitter or healthier but avoid modifying our eating habits or starting an exercise routine. Similarly, businesses often aspire to improve profitability or productivity but fail to implement the process changes required to achieve these goals. This resistance can leave us feeling stuck—frustrated by a cycle of repeated effort with no meaningful progress.
“Wanting Change” Versus “Creating Change”
Merely wanting change is not enough—it requires deliberate action. Einstein famously defined insanity as “doing the same thing over and over again and expecting different results.” While the attribution of this quote is debated, the wisdom within it is undeniable: repeating old patterns while expecting new outcomes is futile.
At home, this “insanity” might manifest in how we communicate with family members—perhaps shouting at a sulky teenager and hoping they will suddenly become cooperative. At work, we may feel overwhelmed by stress yet fail to adjust how we manage our time or delegate responsibilities. These examples highlight a common truth: if nothing changes, nothing changes.
The Role of Action and Feedback
Change starts with clarity. You must first define what you want and then take intentional steps toward that goal. Importantly, change also requires monitoring progress. Ask yourself, “Is this change moving me closer to my goal?” If the answer is yes, continue and explore additional actions to accelerate success. If the answer is no, it’s time to try something else.
In the field of Neuro-Linguistic Programming (NLP), this iterative process is encapsulated in the TOTE model (Test-Operate-Test-Exit). This model, introduced by Miller, Galanter, and Pribram (1960), emphasizes a feedback loop for refining actions:
- Test: Identify your desired outcome and assess your current state.
- Operate: Implement a new behaviour or strategy.
- Test: Evaluate the results—has the new behaviour brought you closer to your goal?
- Exit: Once the desired outcome is achieved, exit the loop.
This framework aligns with modern coaching practices, where progress is achieved through iterative goal-setting, action, and reflection (Whitmore, 2017).
Learning From Change
The NLP presupposition, “If you always do what you’ve always done, you’ll always get what you’ve always had”, serves as a reminder that progress requires innovation. Every action, successful or not, presents an opportunity for learning. When an approach doesn’t work, it’s not a failure but a signal to adjust and try again—differently.
John Grinder and Richard Bandler, the co-founders of NLP, emphasized the importance of flexibility in behaviour. Their principle, “The person with the most flexibility in thinking and behaviour controls the system,” encourages adaptability as a critical component of success (O’Connor & Seymour, 1995).
Applying the Principles
The key to transformation lies in persistence and continuous feedback. Each attempt at change teaches us something valuable. By asking, “What is the learning?” we gain insights that inform our next steps. As Goleman (1998) notes in his work on emotional intelligence, self-awareness and reflection are essential for sustained personal growth.
Coaching and NLP provide powerful frameworks for creating meaningful change. By enrolling in an NLP or coaching course, you can access tools that help clarify goals, develop strategies, and maintain momentum. Whether you’re interested in a taster session or a certified Practitioner or Master Practitioner course, these programs can offer the structure and support needed to transform your life and achieve your goals.
Key References
- Grinder, J., & Bandler, R. (1981). Trance-Formations: Neuro-Linguistic Programming and the Structure of Hypnosis. Real People Press.
- Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
- Miller, G. A., Galanter, E., & Pribram, K. H. (1960). Plans and the Structure of Behavior. Holt, Rinehart & Winston.
- O’Connor, J., & Seymour, J. (1995). Introducing Neuro-Linguistic Programming: Psychological Skills for Understanding and Influencing People. HarperCollins.
- Whitmore, J. (2017). Coaching for Performance: The Principles and Practice of Coaching and Leadership. Nicholas Brealey Publishing.
