Transactional Analysis for Organizations

Transactional Analysis for Organizations

Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de

Change and Integration

TA-O Today

Open Space

Our Goals for Today


Organizational “landscapes“ Analysis from a meta-perspective Develop new impulses for changes

Sharing ideas in an intercultural TA – context

Stimulate our identity as TA – O - practitioners, - teachers, - supervisors

Our Idea for our Cooperation Today


Morning – next 2 hours- Overview about TAO – theory by the model of 10

organizational dynamics- Reflection and learning conversations in small groups- Afternoon announcement

Afternoon –open space - 6 TA organizational practitioners will present parts of their

TA-O contributions; - You can be “bees”, and visit different places to “suck nectar

from different flowers”.

Transactional Analysis for Organizations


TA – Identity in modern form (6 principles, Schmid, 1989; Mohr, 2011)

1. Based on transactions2. Humanistic3. Model constructing4. Experimental5. Context related6. Pluralistic, integrative, international culture

„Simple“ Identity: TA is what TA-trained people do and develop

The O-Field


O-World: economic O-theory, O-psychology, O-sociology and a lot of methods (TA, systemic, eclectic,…)

Current O-Theory: looking for „configurations“(Fiss, 2007, AoMJ): combinations of variables that are connected to success of the organization: „equifinality“: some ways lead to Rome.

The Organization as the Client I


Organizational Structure

Organizational Processes

Organizational Balances

Organizational Pulsation

Attention

Success

Equilibriums

Inside Pulsation

Outside Pulsation

Roles Relations

Communication

Problem Solving

Recursivity

The Organization as a Client II


4-Zoom-Model (Mohr, 2010) and structured interventions (Steinert, 2006)

1. System dynamic - contracted fields2. Intervention role set - role monitoring 3. Intervention - e.g. training,….,

architecture4. Intervention „Wording“ - e.g. cases,

……,

1a. Dynamics of Attention


Attention

Roles Relations

Attention is the basic unit of focusing the mental and actional forces of people

It is a further development of the idea of the frame of reference

(Schiff, 1976)

1b. Dynamics of Attention


Attention

Roles Relations

Holistic perspective (e.g. Berne, 1966; Mountain and Davidson 2005; Balling 2005; Mohr and Steinert 2006)

Health of an organization = Integration x Integrity

Integration: organization covers all relevant aspects (e.g. strategic management, operative management)

Integrity: organization integrates human beings and to create meaning

(e.g. ethical management)

(Schmid, 2005)

2a. Dynamics of Roles


Attention

Roles Relations

Roles emerge in the overlapping field of systems and individuals

Leadership model of TOB(Theorie organisationelle de Berne, Vergonjeanne, 2011)- Responsible leader – - Effective leader – - Psychological leader - - Euhemerus - = organizational script builder- Primal leader - = currently relevant canon giver

Person Role System

2b. Dynamics of Roles – Five-Role-World


Attention

Roles Relations

A role is a coherent system of attitudes, feelings, behaviour, perspective on reality and the accompanying relationships (Schmid, 2006, p.34).

World ofOrganizations

World of Profession

Consumer WorldCommunity and Citizen World

Organization-role

Professionalrole

Privaterole

Commu-nityrole

Consu-merrole

Person

3a. Dynamics of Relations


Attention

Roles Relations

Dynamics of Relationship = the characteristics of the relationships in this

organization

3b. Dynamics of Relations

Attention

Roles Relations

Balling (2005): different types of organizational relations coming from a dominance of a certain ego state pattern in the organization The critical parent organization The nurturing parent organization The child organization

Mohr (2006): the depth structure of an organization – what are the archetypes on a depth level? the business-image, the family-image the sports-image , the war-image Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-

manufaktur.de

Exercise I

Think of an organization you knowRight wing: What are the actual issues people

in this organization focus their attention on? Middle: What is typical for the roles in that

organization? Are they clear, precise, perceptible?

Left wing: How is the relationship style in that organization?


4. Dynamics of Communication


Dynamics of Communication – the patterns that characterize the communication in an organization.

Transactional Imago by Suriyaprakash and Mohanraj (2006):

Each group member develops a certain imago of the dominant functional ego state

- of their co-workers and - of their own ego state.

Success

Communication

Problem Solving

5. Dynamics of Problem Solving


Dynamics of Problem Solving – the patterns that characterize problem solving in an organization.

e.g. Hay, J.: Working styles1. Be perfect2. Be strong3. Try hard4. Hurry up5. Please me

Success

Communication

Problem Solving

6. Dynamics of Success


Dynamics of Success are the patterns that characterize an organization in defining and dealing with success.(„The mothers and fathers of an organzation are the goals“)

Berne – „Physis“ – Organizations are striving for survival and growth (quantitative? qualitative?)

Berne (1972): Process scripts (always, until, never, after, almost, open ended)

Success

Communication

Problem Solving

Exercise II

Take the next 10 minutes to discuss and reflect with your 2 neighbours:

Which other TA- and Non -TA - Models do you experience as helpful to describe the dynamics of

communication,problem solving,success ?

Your conclusions?


7. Dynamics of Equilibriums


Motivational aspect (Berne, E. and English, F.)

B1: The stimulus hunger B2: The stroke hunger B3: The structure hunger B4: The need for leadership E1: The survival drive E2: The expressive drive E3: The quiescence drive

Equilibriums

Recursivity

8. Dynamics of Recursivity


The amount how principles are similar in the organization throughout the departments

- Positive parallel process

- Principles may be defined as patterns (Taglieber, 2012):

- New patterns can be constructed on top of old patterns (1. order solution) or with a new frame of reference (2. order solution)

Equilibriums

Recursivity

8. Dynamics of Recursivity


- How to work with perspective patterns (Taglieber, 2012) as a positive parallel process of organizational development:

Identify dysfunctional patterns which are kind of a habit and define Positive Perspective Patterns and implement them

Equilibriums

Recursivity

Basis

Basis

Example: Current condition of process- and system-quality 1

Pressure of time and shortages

Flaws in flow of information

Pressure of competition

Basic lack of leadership

Lack of guidance and structure

Bernd Taglieber, 2012


Basis Basis

Knowledge potencyEnough time for learning processes; information that is actually received

Ressources potencyEnough time to „fill in the gaps“

Market potencyCriteria of capability?

Leadership potencydecide, provide, accept responsibility

Guidance potencyProvide structure, exemplify values

Example: Quality of process and system - house of perspective patterns


9. Dynamics of Outside Pulsation


Inside Pulsation

Outside Pulsation

„Bonding“ 1

„Bonding“ 2Survivor-syndrome

Termination process

Decision for makingstaff cuts Implementation of

staff cuts

Newidentification

Outer

bor

derli

ne

10. Dynamics of Inside Pulsation


e.g. Gender SubsystemMountain, A. (2006): - glass cliffs - glass ceilings - (referring to Jongeward and Scott, 1987,

Women as Winners)

Inside Pulsation

Outside Pulsation

Exercise III


Exercise: Personal experiences of entering and separation processes

Have you ever been fired by an organization? If so, what are your associations?To what conclusions did you come?

Have you ever lost a profitable purchase orderor a good client in favour of a competitor? If so, what are your associations? Any conclusions?

Open Space


Literature


Documents

Transactional Analysis for Organizations