Metaprograms

What are metaprograms?

Metaprograms are behaviour patterns or psychological attitudes that shape human actions. They play a significant role in neurolinguistic programming, or NLP, and profiling, helping to understand and sometimes influence a person's personality. These highly stable metaprograms form a core part of an individual's psyche. They start developing in early childhood and are influenced by experiences, traumas, emotions, and other factors.

Metaprograms primarily help individuals filter external information and make well-informed decisions. Essentially, they act as a barrier that aids in comprehending the surrounding reality. Similar to stereotypes or beliefs, metaprograms serve as tools for understanding reality and are foundational elements of thinking to enhance life.

The concept of a metaprogram, along with a definition close to its modern interpretation, was first introduced by American linguist Noam Chomsky in 1957. In his scientific work on human perception, Chomsky demonstrated that human thinking functions as a "map of experience." This map causes all information to be filtered and thus inevitably distorted, preventing individuals from conveying information to others with complete objectivity. Without this "map," a person would be unable to function due to cognitive overload from excessive details. Therefore, the "map" serves as a compensatory mechanism. Additionally, these "maps," or metaprograms (a term introduced later), vary from person to person. Consequently, they help us understand an individual's thinking style and personality traits.

Metaprograms can also be described as linguistic and behavioural models that enable us to interpret, analyse, and predict human behaviour accurately. While thoughts and emotions exist at a primary level of consciousness, where they are easily recognised and controlled, metaprograms operate at a deeper level near the unconscious. In essence, these are the rules a person involuntarily sets for themselves and intuitively follows.

Why do we need metaprograms?

Understanding metaprograms is crucial for professionals who work closely with people, such as teachers, psychologists, profilers, coaches, marketers, investigators, and other law enforcement officers. Generally, metaprograms enhance your ability to interact effectively with others, predict their reactions, and even influence them, such as motivating them to make decisions that benefit you. Particularly, depending on the field of application, metaprograms enable you to:

• In coaching and psychotherapy, understanding metaprograms helps you gain deeper insights into the client and their issues, including their origins. This understanding enables you to devise the most effective strategies for resolving these issues and applying necessary changes to enhance the client's quality of life.

• In business and personnel management, understanding metaprograms lets you grasp an individual's motivations. This insight helps you establish productive communication with them, effectively assign and articulate goals and objectives, and train and organise employee participation in business processes.

• In sales and marketing, understanding metaprograms enables you to customise advertising campaigns for identifiable audience segments. This personalisation increases the campaigns' impact and makes them more persuasive.

Metaprograms are also utilised to build relationships in NLP and profiling. By identifying metaprograms, you can understand the tools and stereotypes a person uses when making decisions and processing information. This insight allows you to predict or even modify their behaviour. Consequently, metaprograms are valuable in recruiting, consulting, and career planning.

Basic metaprograms and their examples

A metaprogram is rooted in an individual's values, established stereotypes, and personal characteristics. Numerous metaprograms exist; each psychologist or neurolinguistics professional may present a different list. However, every metaprogram typically has two extreme poles (sometimes three). Generally, a person aligns with one pole of each metaprogram. However, exceptions exist if someone does not strongly emphasise one behaviour model. Creating a metaprogram profile may seem impossible in such cases, but statistically, this is rare.

Let's explore some of the most popular examples of metaprograms, their extreme poles, and how they manifest in practice.

Metaprogram "Generalisation"

This program has two poles: "Details" and "General." A person's behaviour varies depending on which pole they gravitate toward.

For instance, a person with the "General" metaprogram prioritises definitive and critical information for decision-making and orientation. In contrast, someone with the "Details" metaprogram focuses on nuances and compares them. Suppose you ask two people with these different metaprograms what kind of car they want. In that case, the person with the "General" metaprogram might say, "I want an SUV, dark and fast." In contrast, the person with the "Details" metaprogram might respond, "I want a Lexus, 300 horsepower, black, 2023." These metaprograms can influence priorities and personal and career goals. People with the "Details" metaprogram tend to be meticulous and have precise goals, such as particular job positions.

In contrast, those with the "General" metaprogram work with the broader aim of being successful. It can be challenging for individuals at these two extremes to agree, as their focus differs significantly. "Details" people are planners and tacticians, while "General" people are more spontaneous and strategic. The former are often analysts, whereas the latter are typically idea generators.

Metaprogram "Reaction Style"

This metaprogram is divided into two poles: "Reflection" and "Active." Individuals with a "Reflective" metaprogram:

• Respond to changes rather than initiate them;

• Examine extensive information before making decisions, relying heavily on data; they prefer large-scale systems and schemes;

• Tend to experience doubts and anxiety and often lack self-confidence;

• Struggle with time management and tend to avoid responsibility;

• As a result, they are more effective as performers than managers;

• Find it challenging and time-consuming to form interpersonal relationships since they need to weigh the pros and cons before making a choice;

• Possess strong research and analytical skills.

"Active" individuals, as you might expect, are the opposite of those with a "Reflection" metaprogram. They are characterised by:

• Acting first and demonstrating initiative;

• Consequently, they often take on roles as managers or leaders;

• Demonstrating spontaneity and exhibiting high flexibility in thinking and behaviour;

• Taking responsibility and constantly rushing whilst maintaining a high pace of work, which can be challenging for others to keep up with;

• Tolerating uncertainty and needing an immediate response or reaction;

• The knack for effortlessly forming new connections, being sociable, and occasionally displaying overly affectionate behaviour;

• More likely to encounter conflicts compared to "reflective" individuals;

• Frequently struggle to maintain focus;

• Overpowering emotional reactions to failures and setbacks.

To engage someone with an "Active" metaprogram, minimise reflective behaviour, as they quickly lose interest and become irritated by slow responses. They often struggle to obey and follow orders and routine tasks but excel in creative and unconventional projects. Drawing a parallel between the poles of this metaprogram and known personality types, the "Active" can be likened to an extrovert. At the same time, the "Reflective" resembles an introvert. However, this connection is conditional, as psychologists have not confirmed a relationship between psych types and metaprograms. "Active" individuals thrive on competition, whereas "reflective" ones tend to avoid rivalry. In essence, their opposition creates a distinct contrast in both society and career.

Metaprogram "Perception Style"

The metaprogram "Perception Style" provides insight into how individuals handle life situations and the transition between them, as well as their level of emotional involvement. There are two main poles: "Dissociative" and "Associative." Interestingly, statistics show that more people tend to be associative. Simply put, "Dissociative" refers to more rational people, while "Associative" refers to those who are more emotional. Given the complexity and multifaceted nature of the modern world, association often takes precedence.

People who lean towards "Dissociative" tend to distance themselves from emotional experiences. This doesn't mean they avoid social interactions or relationships. Still, they typically prefer remote communication methods, like the Internet, over face-to-face interactions. They thrive as analysts and technical specialists due to their strong logical skills. Facts and statistics are crucial to them, and they consistently seek cause-and-effect relationships, minimising the impact of human factors in their lives. Consequently, they can easily switch between tasks, problems, and situations.

In contrast, "Associative" individuals thrive on building personal connections and rely heavily on their emotions. This often makes them fixate on a single problem until it's resolved, making it challenging for them to switch tasks or "manoeuvre." While "Dissociative" people are non-confrontational and prefer an objective, detached perspective, "Associative" individuals are easily drawn into conflicts and discussions. They express their emotions freely, sometimes struggling to control them. Although they may lack strong planning and time management skills, their high empathy and emotional intelligence enable them to excel in managing human resources, connecting with people, and negotiating. They make excellent social workers, psychologists, and teachers. However, it can be challenging for an "Associative" personality to work with a "Dissociative" one. Ideally, they should either be placed in separate departments or assigned to work on the same task from different angles, as these personality types complement each other well.

Metaprogram "Type of Reference"

This metaprogram influences a person's decision-making style. It has two poles: "Internal Reference", where decisions are made based on personal beliefs and opinions, and "External Reference", where decisions are guided by the opinions and advice of others.

Therefore, individuals with an "Internal Reference" tend to make decisions quickly, as they rely on their own beliefs and opinions without needing additional information. However, this can lead to poor evaluation of complex situations that require considering multiple perspectives. Consequently, they may struggle with negotiation, conflict resolution, and compromise. They often disregard others' opinions and feedback, using phrases like "I know," "I think this option will be better," "I think so," and "I see/feel so." This tendency makes them less receptive to others' assessments and advice. A significant drawback is their reluctance to heed recommendations from superiors, which can impede their progress toward success and desired positions.

At the same time, "Internal Reference" is linked to a high level of responsibility, as individuals focus on their own "I." In contrast, people with "External Reference" often avoid taking responsibility because they struggle with making independent decisions. Their decisions are typically collective based on a variety of opinions. They enjoy exploring different options and sources of information, such as Internet forums, television, and magazines. In close relationships, these individuals tend to focus on their partner, creating a rare instance where people of opposite poles do not conflict but instead form a symbiotic relationship. Therefore, a person with "External Reference" will readily rely on someone with "Internal Reference."

The advantages of people with "External Reference" are that they typically learn quickly and excel in their fields because they are open to information, follow professional advice, and value feedback. However, they frequently lack strong leadership qualities. Despite this, if they possess other metaprograms that encourage initiative, they can become effective managers as they consistently listen to their team members.

Metaprogram "Search and Use of Information"

This metaprogram governs how individuals approach and interact with information. It includes two poles: "Procedural" and "Possibilistic."

The "Procedural" type consists of individuals who need to adhere to clear regulations and established norms. They tend to be distrustful and sceptical of new things, preferring to structure information methodically and maintain a conservative outlook. Leaving their comfort zone is challenging for them, and they often see little to no value in doing so. Specifically, they do not handle uncertainty well and prefer to plan everything meticulously, from work tasks to meals.

The "Possibilistic" personality, as the name suggests, is oriented towards exploring new opportunities and embracing change and spontaneity. These individuals are typically curious, enjoy an active lifestyle, and love discovering new areas and acquiring knowledge. They are fueled by creativity and a preference for unconventional approaches. For instance, when deciding on a restaurant, a "Possibilistic" person might say, "Let's try somewhere new that we haven't been to before." In contrast, a "Procedural" person would likely suggest, "Let's go to our favourite place." In essence, the former seeks novelty, while the latter prefers routine.

Interestingly, in pair interactions, these two types can complement each other well. The "Possibilistic" type can prevent the "Procedural" from becoming too rigid. In contrast, the "Procedural" type can help the "Possibilistic" stay focused, as they regularly struggle with this.

Other metaprograms

• Motivation. What drives a person to take action? Motivation can stem from four distinct sources: power, involvement, achievement, or security. This is one of the rare metaprograms that identifies four different poles.

• Way of thinking. How does a person process information? There are two main approaches: scaling information and reducing information. Sometimes, the search for analogies is also considered.

• Preferred modality. Through which senses does a person typically process information? The main poles are vision, hearing, and sensory perception.

• Temporal orientation. What does a person focus on - the past, the future, or the present?

• Comparison focus. What holds more significance for a person in both personal relationships and information processing? The main poles are "Similarity" and "Difference."

Note: Different metaprograms can be combined with each other and form completely different, even specific pairs. Still, a person cannot have two poles of one metaprogram simultaneously (only one or none).

Conclusion

Determining which metaprograms you follow can be challenging on your own, as an objective third-party perspective is crucial for accurate testing and assessment. Additionally, not all metaprograms may be present in an individual, given that there are over fifty of them. Understanding these metaprograms can significantly enhance your personal development and career trajectory. By knowing your preferred outcomes, you can identify which metaprograms will support your goals and which ones you need to develop. Therefore, mastering and adjusting metaprograms to achieve your objectives is possible. Still, it's best done with the guidance of a professional.

Metaprograms are a powerful tool in various fields, including interpersonal communication, psychoanalysis, marketing, profiling, and more. Understanding the metaprograms that guide a person's decision-making offers unique opportunities to personalise strategies-whether in advertising, relationship building, or enhancing communication. This tailored approach can lead to better results in achieving your set goals.