Organisational Assessment by runout


									'Understanding Relationships and
    Change in Organisations'
                                Organisational Assessment

Using TA to understand, assess and analyse organisations

       What is ‘cure’ in organisations?
       Berne’s theory on how organisations are structured
       Understanding company personality (Dagonstini’s work)
       Do organisations have scripts? (Krausz’s Theory)
       Assessing organisational scripts?
       Attributions; injunctions and permissions in organisations?
       Organisational script theory as a frame of reference – frame of reference as
        organisational culture

It’s all in the contract

TA &I contracting in organisations

       TA as a contracting method
       Steiner’s concept of contracting
       The fit with organisational contracts e.g. of employment & for services
       Contracting in organisations – 3 cornered & multi-cornered – public & private structure
        link to contracting
       Psychological distance
       The three P’s in organisational settings
       Contracting & problem solving
       The ongoing contracting process


Understanding ego states and transactions to improve communication

       TA proper – the models of ego states
       Transactions – the rules of communication and types of transactions (parallel; crossed;
        ulterior; carom & bull’s eye)
       Symbiosis in organisations and its impact on communication
       Doors to communication (Ware’s doors to therapy)

Designing effective interventions

Using TA to design individual and organisational interventions

       Individual and organisational interventions
       The ‘treatment’ contract in organisations
       Contracts and the convert agenda – link back to contracting and psychological level –
        avoiding ‘knowing best’ what’s right for the client/organisation
       Symbiosis & passive behaviours
       Discounting
       Frame of reference – including tangential and blocking transactions
       Steps to success
       Ego states and interventions
Leadership & Followership

How TA can support the development of effective leadership skills

       Defining leadership
       Berne’s concept of leadership
       Masters and followers (Sari Van Peolje)
       Leaders and their scripts
       Leadership styles – the assessing quadrant

Working in harmony with groups

Using TA for group development

       Group experience is fundamental – what we get from groups – why we join them – how
        our first group experience influences us
       Berne’s model of group imago
       Group process – how it is expressed
       Responding to the needs of groups – effective interventions and the use of time
       Teams that challenge us – tactile imago

Change as an evolutionary process

Understanding the human reaction to change and how to respond using TA

       Change is an evolutionary process – physis; the pathology of change; resistance to
        change; organisational force & change
       Cycles of development
       Development tasks
       The competence curve
       Managing people through a change process
       Drivers and change

Games organisations play!

Looking at conflict using game theory

       Game theory – difference between games and rackets; advantages of games &
        degrees of games
       Analysing games – Formula G; T Analysis of games; Drama Triangle
       Games that typically get played out in organisations
       Games as a course of conflict
       Bystander games in organisations
       Games and leadership power
       The winner’s triangle

Process vs Content
Understanding supervision and how it support practitioner development

       Seeing the bigger picture
       How is supervision different from coaching?
       Maps of supervision
       Models of supervision – the developmental approach; the process approach
       Projection
       Transference and counter-transference
       The power of parallel process
       Creating supervision

Knowing me – knowing you

Individual differences & how these help or hinder organisational effectiveness

       Life positions & the ok corral; White’s 7 life positions and the organisational ok corral
       Simplification of management theory within OK corral structure – influence of
        organisational culture
       Level’s of okayness – Groder’s five levels of okayness
       Drivers & assessing quadrant
       The script drama diamond and the disposition diamond
       Miniscript

Relationships at work

Understanding the structure and function of personality and how this impacts on organisational

       Ego states – the various models of ego states
       Organisational ego states – influence on culture & climate
       Transactions – types of transactions – transactions at work – what is okay around
       Emotional literacy – positive use of ego state for more effective communication

Life Plans – do organisations have scripts?

Understanding organisational culture using the concept of life plans.

       What is script & types of scripts (including process)
       The script matrix
       Do organisations have scripts
       Assessing organisational culture using script theory
       Attributions; injunctions and drivers in organisations
       Understanding company personality using the ego state model
       Organisational script theory as a frame of reference
       Positive aspects of script – Jim Allen’s material

Form discounting to accounting

Using TA to look at organisational problems through the lens of discounting
       What gets discounted in organisations?
       Symbiosis and passivity
       Confronting organisational passivity
       Discounting and the discount matrix
       Healthy interventions
       Accounting – (Napper & Newton’s material)
       Case studies on moving from discounting to accounting

Coaching and Consultancy – is a re-decision theory relevant?

Linking re-decision theory to change in organisations

       How we use TA in consultancy and coaching to bring about change
       Is every change a redecision
       Key concepts of the re-decision school
       Organisational injunctions
       Understanding impasse theory – what do we need to know & when to pass people on
        (case studies)
       Using re-decision theory in coaching
       Using re-decision theory in consultancy

Teamwork or tribalism – what are we developing at work?

Using TA to develop effective groups

       Berne’s theory of public and private structure
       Teams & Tribes – what’s the difference?
       Types of ‘groups’ we join – personal, constrained, obligatory & how this impacts on our
       Group imago
       Group process
       Group cohesion
       Responding to the needs of groups

From conflict to cooperation

Using TA to understand conflict and how to move to effect resolution of individual and
organisational difficulties

       What does conflict mean in organisations? Where does it come from? How it is
       A TA model for understanding conflict (Murray 2002)
       Conflict and parallel process
       Conflict and the frame of reference – individual frames of reference
       Organisational frame of reference – departmental frame of reference – individual frame
        of reference – how these might be in conflict
       Conflict management styles – conflict management and the living encounter positions
        (a variation on the okay corral)
       Moving to cooperation – communication in conflict situations
       Steps to resolving conflict
Programme Structure:

        The course will be held on two days each month over a 9 month period a total of 18 days.
        Each day will be from 9-5pm.
        The course will commence in Feb 2007.
                22 - 24 Feb
                5 - 7 April
              17 - 19 May
              28 - 30 June
              27 - 30 Sept
              8 - 10 Nov

Entry Requirements:
There are no formal entry requirements, however, students may find it helpful to have completed the
TA101 introduction to Transactional Analysis Course.

Programme Fee:

The course fees are €2800. Which includes course materials and tea and coffee for the duration of the
programme.       Min Participants 15. Participants may be entitles to 40% Fás Funding

Programme Location:
Tipperary Institute – Thurles

Course Tutors:

Colin Brett, who is a Certified Transactional Analyst in Organisations (and the only one in Africa). Colin
has over 20 years’ experience in working with organisations, groups and individuals. Colin’s main fields
of work experience are in finance and in the military. He is a trained and qualified coach, a trained
trainer, an accredited counsellor (Senior Practitioner), and has a BA (Hons), an MA and an MSc. He is a
course junkie. A list on
Sandra Wilson BA (Psychology); Provisional Teaching & Supervising Transactional Analyst
(Organisational); Charted Fellow Chartered Institute of Personnel & Development; Diploma in Coaching
Diploma in Organisation & Management Development; NLP Business Practitioner
Annie Murray's 10 years ago Annie qualified as a Transactional Analyst specialising in Organisational
applications. She now works with a diverse range of public private community and voluntary sector
organisational throughout the UK and internationally. As well as managing her company Annie runs
training courses in-house, works as a coach and delivers an on going programme of Transactional
Analysis from Brampton Cumbria where she lives with her husband and 17 year old daughter.

For further information and an application form, contact the Office of Development and Academic
Services at:

Tel:              0504 28072
Fax:              0504 28001

FAS Funding:

There is 40% funding available in some situations. Contact us for more details.

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