Creating Changes

When working with clients, or on the road to personally creating changes ourselves for ourselves, we often encounter interferences (resistances) which must be overcome..

Allow me to begin with a simple formula used in many circles:
Present State + Resource(s) = Desired State
In this formula, the desired state would be the change wanted.
The present state is where you find yourself now.
Resource(s) are at times the interference’s we have to overcome. Sounds odd you might think. If we had the resources required we might not have the challenges we often do with certain changes which we might desire.

The most typical type of interference, is the type that exists “within” the individual. This interference within the individual can be typified as that of a secondary gain provided by the problem state, and possibly even a number of secondary gains.

These interference’s can take one of three forms:
a) “Some part of the person doesn’t want the change”, often the person isn’t consciously aware of this part. In order to create change, you have to congruently want to change.
b) The person doesn’t know how to create a representation of the change or how he would behave if he did change; you don’t have to know how to move from the present state to the desired state.
c) A person needs to give himself the chance to use his new learnings to create change. A person needs the time and space for the change to take place. We can therefore say that to allow oneself the time, can provide the chance one needs.

Following is a final summary to create change:
1) Identify the present state;
2) Identify the desired state;
3) Identify the appropriate resources (internal states, physiology, information or skills) that you need to get from present state to desired state; and
4) Eliminate any interference’s by gaining and using those resources.
You have got to want to change, know how to change, and give yourself the chance to change.

There are four additional elements that relate to creating change. These are:
(1) physiology,
(2) strategies,
(3) congruency, and
(4) belief systems.

Any change made is going to be influenced by each of these in some way.

“Physiology”, and strategies have to do with knowing how to change. How do you do a particular behavior? This has to do with accessing the correct states in your body, to get your physiological processes in the appropriate modality (see, hear, feel) to do a particular thing.
For example: If I want to make internal images, I look up and right, I make my breathing shallow, and my body shifts so that it’s more upright and I’m able to make a picture.

If you use the correct physiology, which accompanies the desired behavior, this allows you to be able to do the particular behavior and get the outcome desired.

Along with the element described above, congruency and beliefs being the primary ingredient within the hypnotic formula, have to do with wanting to do something or giving yourself the chance to do it.

To create a complete lasting change, most importantly one must believe that it is possible for him/herself to change. ( Some people who smoke actually think that nicotine is addicting. If that were true there would be addiction houses for those who have used the patch.)

Congruency occurs when you make a full conscious and unconscious commitment to the desired outcome.

Incongruence is often the reason some behaviors are so hard to change. Issues such as smoking are problematic because some part of you wants to change, but another part (often an unconscious part) of you derives some positive gain from the behavior you want to change. By becoming congruent about what you want, it is much easier to find many ways to reach your goal.

Incongruence comes in many forms such as issues between what you should do, and what you want to do, or between what you can, or can’t do.

The “can’t” beliefs are harder to identify than “should” beliefs because of the presumed congruency when a person says, “I do want to do it, I just can’t”. It is said that these “can’t” beliefs usually come from unconscious imprints.

For a truly congruent representation to create change, the person’s internal beliefs must match the desired outcome.

One kind of belief is called outcome expectancy, which means that one must believe that the desired goal is achievable. Otherwise, hopelessness sets in, and the person will not take the appropriate action to achieve his goal.

Another type of belief is called self-efficacy expectancy, meaning that you believe that the outcome is possible and that you have whatever it takes in order to reach your goal. No self-efficacy expectancy equals a feeling of helplessness, and helplessness also leads to inaction.

If you ask a person to rate his own outcome expectancy and/or his self-efficacy expectancy, you’ll often find an incongruence, e.g. you ask “Do you believe that you’ll recover from your illness?”, and receive the response, “of course”, while shaking their head no.

So this working with the base core of a person’s belief system, is the key to creating a matching congruency that provides the allowance to reach one’s goal(s).

Another belief is termed response expectancy, which is what you expect to happen to you either positively or negatively, as a result of the actions you take in a particular situation. This can be illustrated as the placebo effect.
Before new drugs come out on the market, they are often tested along side of a placebo (a flour or sugar pill). You give a placebo to someone, telling them that it will produce a certain effect, and it often does.

Many beliefs have to do with expectancy. If you don’t believe your outcome is going to be there when you get through working on your issue, or you don’t believe you have what it takes to get your outcome, you are not going to do what it takes to achieve it.
The placebo effect (response expectancy) is a very important component of behavior and of creating change.


Robert Dilts has written that there are three main type of possible beliefs, which one may have to deal with when doing changework. In his book “Beliefs: Pathways to health and Well-Being”, Robert Dilts lists these as beliefs about cause, meaning, and identity.

Listed below are Robert Dilts descriptions:
1. Beliefs about cause. – You can have beliefs about what causes something. “What causes you to smoke?” The answer you give will be a statement of a belief.
The word “because” also often indicates a belief about cause.
Beliefs about cause come from the filters of your experience. If you believe that “x” causes “y”, your behavior will be directed toward making “x” happen, or stopping it from happening if it has negative consequences.

2. Beliefs about meaning. – What do events mean, or what is important or necessary?
What does it mean if you can’t quit smoking? Does it mean that you are weak? Does it mean that you are a failure? Does it mean that you just haven’t integrated two parts yet?
Beliefs about meaning will result in behaviors congruent with the belief. If you believe that your difficulty in quitting smoking has to do with two unintegrated parts, you’ll probably work towards integrating them. If you believe that it means you’re weak, you may not take action towards integration.

3. Beliefs about identity. – These include cause, meaning and boundaries. What causes you to do something? What do your behaviors mean? What are your boundaries and personal limits? When you change your beliefs about your identity, it means you are going to be a different person.
Beliefs about identity are also the beliefs that may keep you from changing, especially since you are often not conscious of them. And the effect of one’s belief upon his identity can be substantial.

Summarizing, beliefs may be of meaning, of identity and of cause. They may have to do with the world around you, including other people, or they may be about your “self” and your “identity”. They are unconscious patterned thinking processes, and are therefore hard to identify.
If you are going to change your identity or belief, you must know how to do it, be congruent about wanting your outcome, and also have the belief that it is possible for you to make a change. If any of these are missing, the change won’t be completed.

The Functions of Belief Strategies.
Belief strategies are the ways in which we maintain and hold beliefs. They have a consistent pattern of pictures, sounds and feelings that operate largely unconsciously. In other words they are a set of evidence procedures one uses to decide whether something is real or not.

Although complex, belief strategies do have a definite structure that can be elicited, so they can also be changed at the most basic levels of thinking through conscious intervention.

Try this little experiment designed to elicit the differences in one’s belief systems. “Contrast something you believe with something you don’t believe. That is, think about something you believe, and them about something you don’t believe. Notice the differences in the qualities of pictures, sounds, and kinesthetic feelings. How does your brain code the differences? A common difference is the location of the pictures, but there will be other differences as well.”

With the application of this simple technique it is possible to learn what is needed to change a limiting belief to one of greater use.
Once the differences in the two beliefs are identified, you take the limiting belief and make it like the thing you believe you can do. If something stops you from doing it, find out what stops you.

The object is to make the limitation like the resourceful belief, by incorporating whatever change process is necessary. By using this contrastive analysis procedure, you can pinpoint the precise place where the change work needs to be applied, which can save you time when working on yourself or others.

A simple example that I ran on myself using this format is as follows.
I) What do I believe? I believe that I can drive a car. When I think about it, I am associated, I have memories of doing the behavior, I can hear the engine start and the different sounds from the engine. There is a certainness, a feeling in my chest and a voice that comes up saying, “of course I can drive a car”.
II) What do I not believe? I don’t believe that I can make a carpet. I have no memories of making one. The closest images that I can conjure are of a carpet weaving machine, but I don’t know how to operate one, although I do believe I can learn. I have no assuring feeling as I did with driving the car, and a little voice much quieter and with somewhat of a sarcastic tone (my own voice by the way) says, “What are you crazy, make a carpet, what the hell for.”
III) To change this it would be easy, so long as I had a manual, and/or someone to teach me how to use the weaving machine. This would also provide experiential memories.

Mental imprints. How do they occur, and what are they.
An imprint is a significant event in which a belief (or cluster of beliefs) was formed. Have a look at our designated page on Imprints.

The idea of imprinting comes from Konrad Lorenz, who studied the behavior of ducklings when they hatched, and found once hatched the first obstacle that moved would be imprinted as their mother.

Timothy Leary later studied the imprint phenomena in human beings. Leary also identified several significant developmental critical periods in human beings. Imprints established during these periods formed core beliefs that shape the personality and intelligence of the individual. The primary critical periods involved the establishment of imprints determining beliefs about biological survival, emotional establishments and well-being, intellectual dexterity, social role, aesthetic appreciation, and ‘meta cognition’, or the awareness of one’s own though processes.

Thus, health problems might stem back to core beliefs and supporting behaviors established during the critical biological survival period, while phobias could have their roots in the emotional well-being period. Learning handicaps might derive from imprints formed during the critical period involving intellectual dexterity, and so on.

An imprint is not necessarily logical, but intuitive, and it typically happens at critical developmental periods.
As children we don’t really have a sense of self-identity, and so we take on role models. Due to the ongoing intense relationship with our parents, we will imprint some of their beliefs and behaviors, eventually making their beliefs our own. Our own personal models of being an adult are therefore an incorporation of the features of past significant others, including manners of believing, and behaving.

Since an imprint experience generally involves the unconscious role modeling of a significant other, we can use the Re-Imprinting Process to provide new choices in the way we think about an old imprinted experience. These new choices can assist in changing old beliefs made about oneself, the world, and one’s past role models.

The purpose of re-imprinting is to find the resources necessary to change the belief, and update the role-models that were formed in order to have more choices in one’s behavior.
It is important to remember at this point that the belief of any significant other, is as important in the creation of one’s own belief(s) as are the person’s own experiences.


Incongruence and Conflicting Beliefs :
Incongruence is noticed when you want to do one thing and find yourself doing another. It is usually experienced as an inner conflict with oneself, at times seeming as though there are two sides to yourself. One part of you wants to do something and another part objects to it. It could be two behaviors, two beliefs, two belief systems, or even two aspects of your identity, and could at times result in confusion about oneself.

Incongruities can result from imprinted experiences, modeling others, conflict in hierarchy of criteria, and life transitions.

Robert Dilts states that life transitions are not just about the details of change, they’re about who you are and what you are.

In the case of Imprints, an internal conflict can still be present after a successful re-imprinting session. A client could be taken back to a troublesome time with the resources needed for himself and his significant others to provide forgiveness, and the strengths required to cope with the old experience. But then, once complete, this person still has to deal with his present day situation and his future, possibly causing confusion, and most definitely an incongruence in his behavior due to his life circumstances.

When it comes to modeling we have a similarity to the incongruence, and conflict found with imprints, because imprints often occur due to our significant models. In the process of defending oneself, you become chastised by society and often incriminate yourself mentally.

The Hierarchy of criteria can be another rather confusing obstacle in life. Wanting two things, that conflict with each other, but have value on their own ground. In such a case a person has to weigh things carefully to match the value of importance to their own being.

The Conflict Integration Modal
Below, is a summary of Robert Dilt’s Conflict Integration Modal as provided in his marvelously historical book “Beliefs: Pathways to Health and Well-Being”.

1) Identify the conflicting beliefs, and calibrate to the physiologies of each of the parts in conflict. (Pay particular attention to asymmetries.)

2) Represent the beliefs in all sensory systems, putting the different beliefs in different hands. See, the you with “x” belief in your right hand. See, the you with “y” belief in the other hand. Find out what images, voices, sounds and feelings are associated with each part.

3) Ask each part to look at the other and describe what it sees. At this stage, the different parts will often dislike and mistrust each other. You should see the person display different physiologies as he/she switches back and forth between hands.

4) Find out the positive intention and purpose of each part. Make sure that each part recognizes and accepts the positive intent of the other. Point out that their conflict is directly interfering with the achievement of their own positive intentions. If necessary, go to the higher level intention of each.

5) Identify the common goal that they both share.

6) Have each part look at the other, and describe the resources that the other has that would be helpful to that part. Secure a congruent agreement from the parts to combine their resources so they can more fully achieve their positive intentions.

7) If the image of either of the parts has been metaphorical, see the part as your own likeness at this point.

8) Suggest that the parts move together at the same time that a new identity is being created. Get a full representation in all sensory systems that fully integrate the resources of both parts. Calibrate to an integration/symmetry of the two physiologies that accompanied the separate parts.

9) After the hands have moved together and integration is complete, test in future contexts to make sure that there are no further ecology issues.

Exploring Criteria and Values:
Criteria and values are beliefs you hold about why something is important or worthwhile. They are very powerful and individualized.

Some of the problems people have in association to their criteria are in the manner by which they have them internally represented in relation to:
1) Hierarchy;
2) Degree;
3) Chunk size;
4) Identity and
5) Conflicts.

1) Hierarchy; A person will encounter problems if their internal hierarchy isn’t ordered in such a manner to best serve him. e.g. A fancy for chocolate might be more important than health, so the person might gain a lot of weight.

2) Degree; People can become confused when it comes to the degree of importance when dealing with certain elements in their lives. e.g. One may be so highly focused on a large goal, that it supersedes all other criteria, causing feelings of dissatisfaction in life due to not having reached the goal or any of life’s other needs, due to his preoccupation with the large goal.

3) Chunk size; A vague definition of one’s goal is the challenge here. Without having a clear image of what their goal is once achieved, not only will they not know once they reach it, they won’t be able to break it down into achievable steps.

4) Identity; Example, “some people quit smoking because it bothers other people. They quit because the criteria for having others appreciate them carries more weight than the pleasure they get from smoking. They are using their criteria to alter a behavior. Others, however, complicate the issue by saying, “If I can quit smoking, I can do anything. I can really be the person I’ve wanted to be”. If working with the first person, you’re helping them change a habit, a behavior. If working with the second, you’re dealing with who the person is, and who they’ll become, and the issue will be much more complex.

5) Conflicts; Conflicts within us, are usually conflicts of criteria. e.g. I love to go fishing, and we only have a couple of months of good fishing weather here in Canada. I also want to continue writing my book on subliminals. Whether I go fishing or sit down to work on my book, I have a good time, but I feel that I am cheating myself out of the satisfaction the other provides.

Here are a few patterns as provided out of Robert Dilts, “Beliefs”, to help with your changework.

The 5-step Visualization Process
1) Know what you want. Use affirmations, or other techniques to deal with any internal objections to having what you want.
Response expectancy, the belief that something will happen as the result of an action, is also important. Those who are successful experience their outcome in the visual, auditory, and kinesthetic submodalities of expectations.
2) Get into a relaxed, receptive state of mind.
3) Visualize having or seeing what you want in as rich a way as possible.
4) Expect and believe you will receive it.
5) Tell yourself you deserve it.

The Formula for Behavioral Change
1) Decide what you truly want. It must be something that is within your control and something you do want, not “don’t want”. Determine how you will know when you have achieved your outcome. What will you see, hear and feel that will provide evidence?
- What are the positive and negative consequences of getting your outcome? Modify your outcome to take care of any internal or external negative consequences.
- Deal with any reservations you may have about getting your outcome. Write down reasons why you can’t have it, allow yourself to fully experience any negative feelings that you might have, and create an affirmation (positive self statement) to release any blocks that you might be experiencing.

It is also a good idea to create an affirmation to release any blocks you might have, to help drive you towards your specific goal. The phrase you develop should share at least three of the following qualities;
a) be dramatic and vivid,
b) easily pictured or understood,
c) make a bold statement,
d) contain important information, or a call to action,
e) piques your interest, and
f) be concise and succinct.

A nice process for this has been summarized by Jean Marie Stine, in her book ,“Super Brain Power”.
The steps are:
a) State what you want, in your own words.
b) Restate it with a strong, positive spin.
c) Generate several more positive statements (five to ten).
d) Underline the most powerful words you’ve produced.
e) Combine the underlined words creatively, into as many separate catchy type sentences as possible.
f) Compare the results with the six criteria mentioned above.]

2. Get into a relaxed, receptive frame of mind.

3. Think of something that you fully and without reservation expect to happen. Go inside yourself and notice the qualities (submodalities) of your internal pictures; (color, location, brightness, clarity, number of pictures) your sounds and voices; (tonal qualities, volume, pitch) and your feelings (tactile sense, sense of motion, action sense) for expecting that something will happen. Write these qualities down to keep track of them.

4. Fully imagine seeing yourself having achieved your outcome as if you were watching a movie of yourself.
- If you don’t like the way it looks, modify it until you do.
- If it looks “right” and you have no reservations about it, step into your movie and imagine that you are now experiencing having your outcome, using the submodalities of expectation.

Once you have a full representation, begin repeating your new affirmation, and enhance the positive feelings that come up, then anchor this experience.

5. Let it go – tell yourself that you deserve it.

Much of this work has come for the genius of Robert Dilts, and his book “Beliefs: Pathways to Health and Well-Being”. I hope that you have enjoyed the information and found it helpful. Life is a playground waiting to be explored, so as close your eyes down, and open once again, if you are really lucky, you just might find yourself, as you see through the eyes of your inner child, and envision your world with the same wonder and excitement. Then begin to explore.

email: dr_frank@hypnoticadvancements.com

Mailing address:
Dr. Frank Valente Ph.D.(c)
Hypnotic Advancements
3126 McCarthy Court
Mississauga , ON
Canada L4Y-3Z5

© 2004, Dr. Frank Valente Ph.D.(c)

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