2012 Relational TA in Organizations Timiosara 121125x

"Relational TA in Organizations" The paramount importance of

organizing relationships Transactional Analysis in Organizations

. Matthias Sell Managment Training 1

How important is relationship orientated networking in organizations?

There we will follow different perspectives of organizational development: leadership perspective, organizational development perspective and cultural perspective.

For each perspective we will work out various aspects of relational TA.


Goal: This workshop will help managers as well as consultants to understand that relational orientated work and understanding the functioning of a modern organization is more important than behavioural change

different perspectives of organizational development

There we will follow :

(1) leadership perspective,

(2) organizational development perspective and

(3) cultural perspective


4

(1) strategy design the furure

(2) goals steering processes

(3) organization generate structure

(4) communication cross-linking of relationships eliminate barriers

(5) innovation initiate development

leadership elements

5

Geschftsfhrende Funktion

Effektive Fhrungsfunktion

Psychologische Fhrungsfunktion

Fu

nk

tion

sber

eich

eleadership functions

administrative function

effective function

emotional function

area

s o

f f

un

ctio

ns

6

Shared Schema

8

6 Ps6 Ps

Belohnungs-

Macht

Macht aus Zwischenmenschliche Kompetenz

Zwangs-

Macht

Positions-

Macht

Wissens-

Macht

Untersttzungs-

Macht

Permission

Power

Punishment

Pacing

Potency

Protection

Knowledge power

Support power

coercive power

position power

recognition power

power coming From relational

abilities

Knowledge power

coercive power

position power

recognition power


abilities

Support power

leadership through control

9

6 Ps6 Ps

Belohnungs-

Macht


Zwangs-

Macht

Positions-

Macht

Wissens-

Macht

Untersttzungs-

Macht

Permission

Power

Punishment

Pacing

Potency

Protection

Knowledge power

coercive power

position power

recognition power


abilities

Support power

leadership through coaching

10

6 Ps6 Ps

Belohnungs-

Macht


Zwangs-

Macht

Positions-

Macht

Wissens-

Macht

Untersttzungs-

Macht

Permission

Power

Punishment

Pacing

Potency

Protection

Knowledge power

Support power

coercive power

position power

recognition power


abilities

Knowledge power

coercive power

position power

recognition power


abilities

Support power

leadership through participation

6 Ps6 Ps

Belohnungs-

Macht


Zwangs-

Macht

Positions-

Macht

Wissens-

Macht

Untersttzungs-

Macht

Permission

Power

Punishment

Pacing

Potency

Protection

Matthias Sell Hannover 11

* Pat Crossman Matthias Sell = Ergnzungen 2001 Rosa Krausz = Machtformen

*

*

*

Knowledge power

Support power

coercive power

position power

recognition power


abilities

Knowledge power

coercive power

position power

recognition power


abilities

Support power

12

Unspezific Factors

In the center of a special way of reflecting processes to stimulate, to conduct, to guide (and this includes

naturally emotional procedures) and to facilitate is the use of unspecific factors

The unspecific factors are: contract , parallel process ,

confrontation, mirroring , latent und manifest, setting,

process, process - reflection, meta - level, and they become

a permanent significance in the thinking processes

(conceptualisation) of a leader, consultant or organizational

developer

contract

parallel process

confrontation

mirroring

latent und manifest

setting

process

process - reflection

meta - level

Growth stimulation

recognition

structure

hunger

Strokes

A stroke is the smalest unit of mutual exchange, whereby the existence and the prsens of the other will be recognized.

Definition

Burnout-Syndrom

Burnout not a illness,

it is a problem

to control ones live

classification nach ICD-10 Z 73

A problem referring to difficulties to controls one s live

. Z 73,0

Burn-out, is a status of total exhaustion)

States of

emotional exhaustion

At the ende of a developing line

(1) idealistic enthusiasm

(2) frustrating experience leads to disillusion

(3) professional overload

(4) apathy

(5) psychosomatic illness and depression leads to

aggressiveness and to a risk of getting addicted

(6) physical , emotional und mental fatigue leads to

discounting of one self

burn-out / depression

a problem referring to difficulties to control one live

professional overload

a problem referring to difficulties to control one live


a problem referring to difficulties

to control one live


detachment/ loss of relationship

resilience

healthy capability to maintain a relationship

inefficience inefficience inefficience

detachment / loss of relationship

resilience

unhealthy capability to maintain a relationship

detachment/ loss of relationship

no Resilience !

no capability to maintain a relationship

dependency !

depression depressives

Behavior burn out psychotherapy coaching

burn out

19

basic modell of ego states

psychic organs

Organizers

role-model

groupwork / groupanalysis

relationship experience

relationship development

transaktion

stroke

Time structuring

five O.Ks

game

racket

Script

injunction

counterinjunction]

energy balance

discounting matrix

Frame of reference

concept of development

contract

three corner contract

five corner contract

groupdynamic structure

groupdynamic imago

groupdynamic autority

groupdynamic leadership functions

groupdynamic culture

groupdynamic dynamic

groupdynamic work

groupdynamic development

Seven stepts of the solution of a problem

CAR

conflict management

basic values of transactional analysis

6 Ps

Iinterventions for relationship

forms of power

TA conzepts in the field of organization

37 x

1. be there

2. strokes

3. feedback

4. aczeptance

5. offer relationship

1. contact

2. content

3. context

4. contract

1. build up a relationship

2. Differentiate between person and problem

3. identify own needs and desire

4. Idebntify the needs and wishes of the other

5. dialog

6. Talk about the goals

7. Find alternatives

8. Shared benefit

1. interrogation

2. specifying

3. confrontation

4. explanation

5. illustration

6. confirmation

7. interpretation

8. cristallisation

1. potency

2. protection

3. permission

4. panishment

5. power

6. pacing

1. care-taker

2. carer

3. consellor

4. moderator

5. trainer/teacher

6. model

existential

interventions

contractual

interventions

relational- and

bonding orientated

interventions

dekontamination

und deconfusion-

interventions

action- and

behavior orientated

interventions role orientated

interventions

4 Cs 3+3 Ps interventions roles being relationship


1.contact

2.content

3.context

4.contract

contractual

interventions

4 Cs

22

leadership perspective

3. Prozessgestaltung

Menschenorientie

rt

Sachorientiert

geringst mgliche

Einwirkung auf Leistung

und Mensch

wirksame Arbeitsleistung

ohne Rcksicht auf

Beziehungen

hohe Arbeitsleistung

von begeisterten

Mitarbeitern in ziel-

orientierten Teams

sorgfltige Betrachtung der

zwischenmenschlichen

Beziehung fhrt zu einer

angenehmen Atmosphre

gengend in der

Arbeitsleistung

I

II

III

IV

V

Grid - Modell

Robert R. Blake & Jane Mouton

facts orientated

Hu

man

be

ings

ori

en

tate

d

9.9 high performance of

enthusiastic employees in teams

less performance with no respect

to the realtionsips 1.9

very little impact on the performance and on the relationship 1.1

9.1 very caretaking of the relationship leads to a pleasant atmosphere

enough performance

5,5

good leadership

poor leadership

survival management

organizational management

glac glove management

command and obedient

management

team

management

23 Grid - Modell

Robert R. Blake & Jane Mouton

24

process perspective M

enschenorientie

rt

Sachorientiert

geringst mgliche

Einwirkung auf Leistung

und Mensch

wirksame Arbeitsleistung

ohne Rcksicht auf

Beziehungen

hohe Arbeitsleistung

von begeisterten

Mitarbeitern in ziel-

orientierten Teams

sorgfltige Betrachtung der

zwischenmenschlichen

Beziehung fhrt zu einer

angenehmen Atmosphre

gengend in der

Arbeitsleistung

I

II

III

IV

Vnurturing

culture

integrative

culture

apathic

culture

driver

culture

Fatzer

The Model of

Group Dynamics

of Berne and

how we can use it in

Organizations

move freeze freeze unfreeze

Change-Process

accorrding to Levin

Change Management

(1) present

(2) transition

(3) future

accorrding to Beckhard / Harris

Change Management

(1) energizing

(2) envisioning

(3) enabling

accorrding to Nadler / Tuschman

Eric Berne 1910 1970

Thank you for your attention


Documents

2012 Relational TA in Organizations Timiosara 121125x