SCORE

Solve problems more effectively by organizing information in a more useful way. The SCORE model drives this technique with a flexible, multifaceted style of thinking. This style resolves problems and gathers the information that you need. It is called multifaceted thinking. This style of thinking allows you to think in more than one mode at the same time. This allows you to benefit from multiple perspectives and styles of thinking as needed. Flexibility in thinking is a great asset. The SCORE model is based on the idea that we need, as a minimum for effective decision making, a grasp of the symptoms, causes, outcomes, resources and effects in play in a given situation. This model supports the fundamental NLP skill of conceptualizing the current state, the desired state, and the bridge from one to the other by using appropriate resources.

Gather the information

Begin by gathering the information you need according to the SCORE model. These are as follows:

a. Symptoms: 

Symptoms are the more obvious aspects of a situation that cause us to define it as a problem. Once you have these, go farther, asking yourself what symptoms you have not noticed. Clarify for yourself how you conceptualize or symbolize these symptoms, and how you judge them.

b. Causes: 

Causes are the dynamics that gave rise and maintain the problem situation. The causes may not be obvious, so you may need to investigate, hypothesize, and test your conclusions. Knowing that there may be multiple causes and that not all causes are acting at any given time, and that the cause may form a domino effect or sequence can be helpful. Looking for ecological aspects of the causes can be important as well. Use a brief ecological check here. 

c. Outcomes: 

These are the goals and objectives that you desire. These can range from terminating a negative situation to a highly sophisticated new ecology and vision.

d. Resources: 

Resources are whatever will assist you in realizing your outcomes. It includes information, goodwill, inner subconscious resources, capital, insight, and anything else that will further your efforts, even if you consider the effort itself. 

e. Effects: 

This means the results of whatever you have done, whether you got the outcome you desired or not. It includes the direct effects of your actions, and the indirect effects, that you might refer to as side effects or unintended consequences. Effects become resources when you perceive them as feedback, and create a loop from the effects into feedback resources and into new strategies and outcomes. 

Strategies can be perceived as symptoms when they are destructive or ineffective, as causes when they give rise to the situation, as outcomes when they result out of new information and ideas, and as resources when they are assets for achieving the desired outcomes. 

Strategies are intermediary outcomes that people seek in developing mastery, so that they can achieve larger outcomes and long-term goals.

Generate new insights

Take all that you learn from applying the above SCORE analysis in order to generate new insights and strategies as described above. Note any ways that it can help you: 

1) better visualize or define your desired outcomes, 

2) get a better sense of where you are in the progress, dynamics, and ecology of the situation (while keeping potential or known resources in mind), and 

3) what new strategies you are developing with your new insight.

Apply your new insights and strategies. Observe the results. Use the results as additional feedback while further refining your strategies. Always keep an eye out for solutions and resources that are outside of your current frame. This is often where the greatest breakthroughs come, since most people and organizations have been approaching problems from within their current frames for some time. They have either been getting limited results, or the situation has changed without them updating their frame. Since your frame is, in a sense, a critical part of your strategy, it must be accounted for.