Transcript Change and Integation

Transactional Analysis for Organizations
Change and Integration
TA-O Today
Open Space
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Our Goals for Today
Organizational “landscapes“
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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
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
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”.
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Transactional Analysis for Organizations
 TA – Identity in modern form (6 principles,
Schmid, 1989; Mohr, 2011)
1. Based on transactions
2. Humanistic
3. Model constructing
4. Experimental
5. Context related
6. Pluralistic, integrative, international culture
 „Simple“ Identity: TA is what TA-trained people do
and develop
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
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.
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
The Organization as the Client I
Attention
 Organizational Structure
Roles
Relations
Communication
 Organizational Processes
Success
Problem Solving
 Organizational Balances
Equilibriums
Recursivity
 Organizational Pulsation
Outside Pulsation
Inside Pulsation
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
The Organization as a Client II
 4-Zoom-Model (Mohr, 2010) and structured
interventions (Steinert, 2006)
1. System dynamic
2. Intervention role set
3. Intervention
architecture
4. Intervention „Wording“
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contracted fields
role monitoring
e.g. training,….,
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e.g. cases, ……,
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
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)
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
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)
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Attention
2a. Dynamics of Roles
Roles
Relations
 Roles emerge in the overlapping field of systems
and individuals
Person
Role
System
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
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Attention
2b. Dynamics of Roles – Five-Role-World
Roles
A role is a coherent system of
attitudes, feelings, behaviour,
perspective on reality and the
accompanying relationships
(Schmid, 2006, p.34).
World of
Organizations
Private
role
OrganizationPerson
role
Community
role
Professional
role
Relations
World of
Profession
Consumer
role
Community and
Citizen World
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Consumer World
3a. Dynamics of Relations
Attention
Roles
Relations
Dynamics of Relationship =
the characteristics of the relationships in this
organization
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
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
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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?
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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 know
 Right 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?
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
4. Dynamics of Communication
Communication
Problem Solving
Success
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.
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
5. Dynamics of Problem Solving
Communication
Problem Solving
Success
Dynamics of Problem Solving – the patterns that
characterize problem solving in an organization.
 e.g. Hay, J.: Working styles
1.
2.
3.
4.
5.
Be perfect
Be strong
Try hard
Hurry up
Please me
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
6. Dynamics of Success
Communication
Problem Solving
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)
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Exercise II
 Take the next 10 minutes to discuss and reflect with
your 2 neighbours:
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Which other TA- and Non -TA - Models do you experience as
helpful to describe the dynamics of
communication,
problem solving,
success ?
Your conclusions?
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
7. Dynamics of Equilibriums
Equilibriums
Motivational aspect (Berne, E. and English, F.)
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B1: The stimulus hunger
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B2: The stroke hunger
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B3: The structure hunger
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B4: The need for leadership
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E1: The survival drive
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E2: The expressive drive
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E3: The quiescence drive
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Recursivity
8. Dynamics of Recursivity
Equilibriums
Recursivity
The amount how principles are similar in the
organization throughout the departments
- Positive parallel process
- Principles may be defined as patterns (Taglieber, 2012):
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New patterns can be constructed on top of old patterns (1. order
solution) or with a new frame of reference (2. order solution)
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
8. Dynamics of Recursivity
Equilibriums
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
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Example: Current condition of process- and system-quality
Basic lack of leadership
Bernd Taglieber, 2012
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
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Example: Quality of process and system - house of perspective patterns
Leadership potency
decide, provide, accept responsibility
Ressources potency
Enough time to „fill in the gaps“
Knowledge potency
Enough time for learning processes;
information that is actually received
Market potency
Criteria of capability?
Basis
Guidance potency
Provide structure, exemplify values
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Basis
9. Dynamics of Outside
Pulsation
Decision for making
staff cuts
Outside Pulsation
Inside Pulsation
Implementation of
staff cuts
Termination process
„Bonding“ 1
New
identification
Survivor-syndrome
„Bonding“ 2
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Outside Pulsation
10. Dynamics of Inside Pulsation
Inside Pulsation
e.g. Gender Subsystem
 Mountain, A. (2006):
- glass cliffs
- glass ceilings
- (referring to Jongeward and Scott, 1987, Women
as Winners)
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
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 order
or a good client in favour of a competitor?
If so, what are your associations?
Any conclusions?
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Open Space
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de
Literature
Günther Mohr, www.mohr-coaching.de Anette Dielmann, www.business-manufaktur.de