1 Institute for systemic consulting, Wiesloch (Germany) www.isb-w.de

TA – a professional approach

AT – Uma abordagem profissional

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Definições Forma – Contorno seguindo um conceito de George Steiner

Apresentação topográfica das definições de Forma –

Contorno (exemplo) (in: Schmid, B. (2006) Identity and differentiation. www.isb-w.de)

Treinamento

Terapia

Desenvolvimento Organizacional

Consultoria

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Definições do Cerne

Apresentação topográfica das sobreposições de definições do cerne (exemplo) (A= transferência; B= trablhando com a saúde da pessoa)

(in: Schmid, B. (2006) Identity and differentiation. www.isb-w.de)

Therapy

Consultation

Training

A

B

Organisational Development

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•  What can the tool do? •  Can it be used in a flexible and still

specific way? •  How easy can it be introduced and

combined with other tools? •  Which resources are necessary around

using the tool? •  Can it be integrated into everyday life or

does it require specialists?

Models and methods are tools

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•  O que a ferramenta pode fazer? •  Pode ser usada de forma flexível e ainda específica? •  Quanto facilmente pode ser introduzida e combinada com outras ferramentas? •  Quais recursos são necessários ao usar a ferramenta? •  Pode ser integrada na vida diária ou requer especialistas?

Modelos e métodos são feramentas

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5 major perspectives on TA Concepts

1. perspective of personality (experiencing + behavior as pattern of personality)

2. perspective of relationships (experiencing + behavior as patterns in relationships)

3. perspective of creating reality (experiencing + behavior as expression of and contribution to reality-construction

4. perspective of development (experiencing + behavior as developments from the past, present and future)

5. perspective of professional and organizational culture (experience + behavior as expression of and contribution to culture)

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5 perspectivas principais sobre Conceitos de AT

1. perspectiva da personalidade (experiência + comportamento como padrão de personalidade)

2. perspectiva de relacionamentos (experiência + comportamento como padrão em relacionamentos)

3. perspectiva criando realidade (experiência + comportamento como expressão de e contribuição

para construção da realidade)

4. perspectiva de desenvolvimento (experiência + comportamento como desenvolvimento do passado,

presente e futuro)

5. perspectiva de cultura profissional e organizacional (experiência + comportamento como expressão de e contribuição para cultura)

8 Institute for systemic consulting, Wiesloch (Germany) www.isb-w.de

Models for controlling professional approaches

Modelos para controlar abordagens profissionais

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Supervision – the toblerone model

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Supervisão – Modelo toblerone

Conceitualização da Teoria de AT

Identidade profissional

nos campos de aplicação

Aplicação Case/projeto

Competência profissional

para AT

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Perspectives of competencies

today complex, f.e.: •  professional competence •  field competence •  competence for the market •  networking competence •  transparency + originality •  sensitivity + robustness •  cosmopolitan attitude + down-to-earth •  culture competence + meta perspective

(B. Schmid (2006) on professionalism)

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Perspectivas de competências

Hoje é complexo, p. ex.: •  Competência profissional •  Competência para a área •  Competência para o mercado •  Competência em networking •  Transparência + originalidade •  sensibilidade + robustez •  Atitude cosmopolita + praticidade •  Competência na cultura + meta perspectiva

(B. Schmid (2006) on professionalism)

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Orientation triangle

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Orientação triangular

Sistema do cliente/ ambiente e papéis particulares

Definição do problema/ foco (visão seletiva da realidade)

Comportamento profissional (seleção de papéis, métodos estratégicos

Atividade e regulação da complexidade no encontro

profissional

Dimensões da regulação da complexidade no encontro profissional

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Team - definition

= Those who have shared responsibility. (To be defined at a specific moment)

•  Which responsibilities are focussed?

•  Who then has to be involved?

•  In which roles? ßà not just those, who sit together

ßà not only horizontal, but also vertical ( cooperation and leadership)

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Time - definição

= Aqueles que tem uma responsabilidade compartilhada

(A ser definida num momento específico)

•  Quais responsabilidades são focadas?

•  Quem então deve ser envolvido?

•  Em quais papéis? ßà não só eles, que sentam juntos

ßà não só horizontal, mas também vertical ( cooperação e liderança)

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Team-coaching triangle

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Team-coaching triangle

Quem é parte do time/ em qual função?

Tarefa / responsabilidade do time e foco no coaching

Abordagem de Coaching auto conceito e ação de Coach

COACHING DE TIMES

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Reconceive the identity of being a transactional analyst!

•  Find a new self-definition beyond using the models and concepts of conventional TA.

•  This self-defintion may give you freedom for discussing and reformulating models from a new perspective of modern theories.

•  Persons who are highly identified with the content may not feel free to do this.

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Repensar a identidade de ser uma Analista Transacional!

•  Encontre uma nova auto definição além usnado modelos e conceitos da AT convencional

•  Esta auto definição pode dar a você liberdade para discutir e reformular modelos a partir de uma nova perspectiva de teorias modernas.

•  Pessoas que são altamente identificadas com o conteúdo podem não se entir livres para fazer isto.

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Network of TA-Identity

Categories to create identity:

1. Analysis by transactions

2. Developing models to describe transactions

(create reality through communication)

3. Consciousness for the context

4. TA – a cybernetic model

5. TA – an experimental approach

6. Culture of professional community (acceptance speech EATA award Blackpool 1988)

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Network da identidade de AT

Categorias para criar identidade:

1. Análise pelas transações

2. Desenvolvendo modelos para descrever transações

(criar realidade através da comunicação)

3. Consciência para o contexto

4. AT – um modelo cibernético

5. AT – uma abordagem experimenal

6. Cultura de comunidade profissional (acceptance speech EATA award Blackpool 1988)

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Task and culture orientation in organizations

Cultural Problems

Result orientation

Cultural measures

Result orientation

time

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Tarefa e Cultura orientação em organizações

Problemas Culturais

Orientação para Resultado

Medidas Culturals

Orientado para Resultado

tempo

25 Institute for systemic consulting, Wiesloch (Germany) www.isb-w.de

TA – a professional culture

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TA for the 21st century How can we get along?

•  focussing on real people in real life situations

•  focussing on how reality is created by transactions

•  activate realities in which communication and encounter is possible, satisfying and creative

Source Günther Mohr

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TA for the 21st century Principles to keep I

•  focussing on real people in real life situations

•  focussing on how reality is created by transactions

•  creating realities in which communication and encounter is possible, satisfying and creative

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TA for the 21st century Principles to keep II

•  acknowledging and understanding background levels

e.g. psychological benefits

•  nourishing the necessary function of intuition in creating reality

•  acting from a position of OK-OK and caring love

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TA for the 21st century Principles to keep III

•  encounter on an equal eye-level, respecting the others reality

•  taking each other's autonomy and wisdom seriously, e.g. by use of contractual method

•  confronting each other with the differences in perception and culture

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TA for the 21st century Principles to keep IV

•  being dedicated to meaning in life and how people find it

•  taking responsibility in relationships and towards society

•  using concepts and procedures that can be understood and related to by everybody involved

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TA for the 21st century Principles to keep V

•  keeping concepts as simple as possible, but profound on a deeper level

•  achieving professionalism through transactional competence

•  building up non-abusive and non-exploitative relationships

•  building up pluralistic and non-imperialistic associations.

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TA for the 21st century Enlargements and transformation I

•  including organizational contexts into the model of personality, relationships and organizations

•  Focussing on organizational structures and processes as well as focussing on individuals and their relationships

•  An orientation towards co-creativity, resources, solutions and meaning

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TA for the 21st century Enlargements and transformation II

•  including consequences for people and processes not present in the situation

•  including content and purpose of communication, of structures and of processes

•  including other background levels (e.g. financial benefit or marketing strategy) besides psychological backgrounds

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TA for the 21st century Enlargements and transformation III

•  shaping approaches to fit interplay and integration with other professions and perspectives in organizations

•  developing approaches integrating different scientific disciplines (not only as additional speciality or appendix to psychological considerations)

•  taking seriously autonomous identity of different professions and priorities according to their fields

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TA for the 21st century Enlargements and transformations IV

•  openess to declare a variety of approaches, concepts and methods according to the developmental needs of various professional fields of TA

•  develop a declared TA identity that takes a meta-stance to classical concepts and to developing professionalism in various fields and meeting emerging new challenges

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