C: (Nodding) Yes . . . (glances down & right).

A: Do you know what it feels like if you're getting ungrounded or unbalanced?

C: (Looks down and right) . . . Ummmm . . . (starts nodding) yes . . .

A: I want to change something else in your new strategy . . . when you're looking at yourself in the mirror and checking out your feelings ... I want you to make sure you're not getting ungrounded ... Do you know how to do that?

(A sequences the new test and operations for "groundedness" into the decision point in the new eating strategy— #5.)

C: (Eyes down and right) Uh Huh ... I think I can do that.

A: Now I'm aware that your major way of grounding yourself in the past has been through eating ... so I want to work out a couple of ways in which you'll be able to ground yourself without eating if you begin to find that you're becoming ungrounded as you start to lose weight . . . like making that picture of yourself as a balanced person ... or closing your eyes and taking a deep breath ... or things like that . . . Okay?

C: Sure . . . let's get started. . .

The author went on to help C include operations for grounding herself, which were incorporated into the strategy at the decision point. The author, having modified the strategy to include the changes in C's representation of her desired state, and adding in the grounding operations at the decision point, then returned to step 1 of the reframing TOTE and tested the new strategy modifications by rehearsing C through the steps and future pacing her for that evenings meal, C's ability to access and sequence the steps had dramatically improved, and the installation process was completed rapidly and smoothly. A week later C called up the author with the happy news that she had already lost eight pounds. To date the client continues to maintain her weight and her sense of groundness.

6.5 Installation and Interference in Groups and Organizations.

The installation or start-up of new behavioral sequences in groups and organizations, as with a single individual, takes place through rehearsal, schedules, and the establishment of the appropriate cues, or anchors. In working with an organization, however, the duties of the programmer are somewhat expanded in that, in conjunction to dealing with the sequencing of organizational functions and operations, the programmer will also be dealing with the internal functions and strategies of the individuals that make up the organization. The behavior of each individual (a system within himself) makes up the elements of the larger system, or meta-system. The operating principles of the larger system will be isomorphic to those involved in the strategies of the single individual. Every organization or family, for instance, will have a present state, desired state, and a sequence of tests and operations which take them from the present state to the desired state. These sequences of tests and operations are performed by people (or machines) that each have their own individual present states, desired states, tests and operations (see Design section 5.32). Each person will serve as a specific resource to the operation of the organization as a whole, and each person will have a specific set of resources that contribute to his own individual operation.

One difference in working with the operations of an organization as opposed to the strategies of an individual, is that "hierarchy" in operations in organizations tends to be more obvious. Since our first discussion of strategies and TOTEs, of course, we have talked about hierarchy in the various subroutines of a particular strategy — where the outputs or results of one part of the whole sequence or system are the inputs to one of higher order. The decision point in a strategy, for instance, is a good example of a hierarchical division of labor. The decision point assesses the output of its subroutine(s) and must then indicate whether the job must be done over again or whether the strategy is ready to proceed to the next stage (it supervises the operation of the strategy). It also dictates the work load of the various strategies within the individual's repertoire of possibilities, choosing which one will be most appropriate for dealing with the specific situation. Hierarchically ordered positions within a group or organization operate off of the same principles as the decision points in a strategy. The programmer will treat them in essentially the same manner as decision points in a person's strategy are treated.

The process for the effective installation and implementation of new strategies, operations and routines in groups or organizations will also follow essentially the same procedures as that of the installation of a strategy in an individual:

1. Establish Meta-Outcomes: Often, when changes are made in the daily routines of work activity which employees have become habituated to, many employees find such changes upsetting or bewildering. This, in turn, can adversely effect their work performance — although the changes are later appreciated by these same employees. It helps a great deal if installations of new procedures are accompanied by a built-in reframe, in which all changes are framed and justified with respect to meta-outcomes. Modifications in employee outcomes or routines, for instance, would be framed as contributing to the achievement of meta-outcomes that are desired by all members of the work force, meta-outcomes such as: improving job satisfaction and efficiency, increasing production and return, providing variety to job conditions and routines, and so on.

In social groups, the installation of new strategies and interactions may be justified by meta-outcomes like: improved member relations, contributing to the harmony and growth of the family or group, etc.

2. Establish Specific Outcomes and Outcome Sequiturs: Explicit sensory based representations and descriptions are established for the present state and the desired state, and specific indicators should be set up for testing and feedback purposes. (See Design 5.32.)

3. Establish the Needs and Resources of Each Element of the System (each member or department of the group or organization): Find out what you have to work with. Elicit the decision making, motivation, learning, and creativity strategies of the group members. Or, depending upon the level at which you are working with the organization's operations, assess the various capacities of the departments, divisions, bureaus, etc., that make the organization function.

4. Install the new routines and operations of the members and /or departments of the organization by scheduling the activities of each member or department according to their particular capabilities.

A. Redundancy and Feedback.

When giving instructions or establishing new schedules or routines it is a good idea to make sure that the instructions and directions (or anchors) that are to organize the behavior of the members of the organization are made available in forms that will appeal to all representational systems. In other words, in order to insure that the behavior will be anchored, make sure that, to whatever extent possible, the directions for the behavioral sequences are translated and coded into each representational system; that is, the instructions will be redundant in each representational system. For example, kinesthetically, the individual can be walked through operations and given a feel for them; visually, the individual can be shown written schedules, flow charts and diagrams, or personally observe others; auditorily explicit verbal descriptions may be given of their operation, and verbal feedback and supervision may be provided as they are learning their routine. By establishing anchors for the steps and sequence of the operations in all representational systems, you will insure the maximal transmission and coding of the information.