1. Transactional Analysis for Organizations
Change and Integration
TA-O Today
Open Space
Günther Mohr, Anette Dielmann,

2. 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
Günther Mohr, Anette Dielmann,

3. 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, Anette Dielmann,

4. 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, Anette Dielmann,

5. 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, Anette Dielmann,

6. The Organization as the Client I
Organizational Structure
Organizational Processes
Organizational Balances
Organizational Pulsation
Attention
Roles
Relations
Communication
Success
Problem Solving
Equilibriums
Recursivity
Outside Pulsation
Inside Pulsation
Günther Mohr, Anette Dielmann,

7. The Organization as a Client II
4-Zoom-Model (Mohr, 2010) and structured interventions (Steinert, 2006)
1. System dynamic contracted fields
2. Intervention role set role monitoring
3. Intervention e.g. training,…., architecture
4. Intervention „Wording“ e.g. cases, ……,
Günther Mohr, Anette Dielmann,

8. 1a. Dynamics of 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, Anette Dielmann,

9. 1b. Dynamics of 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, Anette Dielmann,

10. 2a. Dynamics of Roles
Attention
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, Anette Dielmann,

11. 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).
Private
role
World of
Organizations
World of
Profession
Person
Organization-
role
Professional
role
Commu-
nity
role
Consu-
mer
role
Community and
Citizen World
Consumer World
Günther Mohr, Anette Dielmann,

12. 3a. Dynamics of Relations
Attention
Roles
Relations
Dynamics of Relationship =
the characteristics of the relationships in this organization
Günther Mohr, Anette Dielmann,

13. 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, Anette Dielmann,

14. 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?
3 Gruppen, je eine Dynamik
Günther Mohr, Anette Dielmann,

15. 4. Dynamics of 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, Anette Dielmann,

16. 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
Be perfect
Be strong
Try hard
Hurry up
Please me
Günther Mohr, Anette Dielmann,

17. 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, Anette Dielmann,

18. 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?
Günther Mohr, Anette Dielmann,

19. 7. Dynamics of Equilibriums
Recursivity
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
Günther Mohr, Anette Dielmann,

20. 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):
New patterns can be constructed on top of old patterns (1. order solution) or with a new frame of reference (2. order solution)
Quelle: Bernd Taglieber, Die Arbeit mit Mustern in Organisationsentwicklungsprozessen,
Günther Mohr, Anette Dielmann,

21. 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
Quelle: Bernd Taglieber, Die Arbeit mit Mustern in Organisationsentwicklungsprozessen,
Günther Mohr, Anette Dielmann,

22. Example: Current condition of process- and system-quality 1
Basic lack of leadership
Pressure of time and shortages
Flaws in flow of information
Pressure of competition
Notizen:
Basis
Lack of guidance and structure
Bernd Taglieber, 2012
Günther Mohr, Anette Dielmann,

23. 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?
Notizen:
Basis
Guidance potency
Provide structure, exemplify values
Günther Mohr, Anette Dielmann,

24. 9. Dynamics of Outside Pulsation
Inside Pulsation
Outer borderline
Decision for making
staff cuts
Implementation of
staff cuts
Termination process
„Bonding“ 1
New
identification
„Bonding“ 2
Survivor-syndrome
Günther Mohr, Anette Dielmann,

25. 10. Dynamics of Inside Pulsation
Outside 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, Anette Dielmann,

26. 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, Anette Dielmann,

27. Open Space
Günther Mohr, Anette Dielmann,

28. Literature
Günther Mohr, Anette Dielmann,