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likely to reveal alternative problems which could arise if C were eliminated.
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Principles of Hypnosis: Consequences of symptom reduction
The only other question which focuses directly on the central process C which we can ask within our
formal structure is:
? > \C,
i.e. what immediate precursors to a decrease in the activity of C can we find?
This question is, of course, very important. It brings us to the key issue in treatment which is the
question, "HOW are we to remove the problem?" We will treat this in the next chapter.
But before we finish this chapter it will be noticed that although the dynamic structures revealed by the
systematic analysis on the above lines are, in this book, primarily applied to the systems of importance in
Hypnotherapy, they are of much wider applicability. We have already noted that sound ecology goes
through the same process. If S is some species of interest, then sound ecology involves finding all the
factors that are involved in either increasing or decreasing the numbers (and hence activity) of that
species. The analysis again involves a repeated asking of what causes or results from a change in the
activity of a given species or (more generally) from a change in the non-organic environment.
The same process could, and should, be used by a businessman who wants to make changes in the
functioning of a company, to ensure that the change is advantageous and efficient. There may be (I am
not an expert in the field) Management Consultants who step into a business, make a few dramatic
changes which produce immediate positive results and then leave, without thinking through any negative
feedback loops involved. We may then find a year or so later that things are worse than before.
As an imaginary example: suppose that the expert brings the company into profit by cutting costs in a
way that involves a great loss of personnel. In six months he brings it back into profit. But a natural
consequence is that morale will drop and uncertainty rise in the remaining workforce. Even if it is the
case that only the less productive personnel were sacked, there will be a tendency for the remaining,
better people to look for other jobs. Within twelve months this could come about: quality will drop; a
little later this will result in a drop in sales. The collapse of the emaciated company is only too likely: and
all because the probable consequences were not thought out. The better approach would have been to
anticipate this, and work hard to ensure the continuing morale of the people remaining.
Notice that although the disastrous final consequence was a result of the consultant's poor analysis,
superficially it looks as if the consultant did well, and that it was his absence that led to the poor results!
Poor Psychotherapy can look the same.
We have already noted examples of this in family therapy, which further underlines the fact that the
theoretical approach in this book can be applied to all organic systems, not simply the human mind,
which is our primary concern in this book.
SUMMARY
In this chapter we have examined the important therapeutic principle that a symptom should not be
treated in isolation and spelled out HOW this can be done in a systematic way by thinking through the
consequences of reducing a symptom. It is important to note that this involves looking not only for any
direct consequence of a symptom reduction, but also for the indirect consequence of what the precursor
leads on to if not to the symptom.
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Principles of Hypnosis: Consequences of symptom reduction
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Principles of Hypnosis (13) The highly important use of feedback loops to amplify changes in hypnosis.
Principles of Hypnosis:
CHAPTER 13
Making Changes in Hypnosis
As a preliminary to deciding what to do to change things for the better this very important chapter builds [ Pobierz całość w formacie PDF ]