Modules, dates and themes
Module 1: January 18 & 19 2011 Contracting
The transactional analysis in organisation programme kicks off with group work and building the learning team. We relate what we already know about TA to this developing team. We then revisit the core TA models, add some advanced theory and relate all these to management concepts. The module continues with examining the necessity and complexity of the contract (or working agreement) and its use with individuals, teams and groups. Participants create their own learning contract for this programme.
Module 2: February 3 & 4 Communicating Effectively
In this module we consider common psychological and social barriers to effective verbal and written communication, as well as the rules for successful communication. We then refer to TA to develop awareness of how selected concepts can be used to improve our communication patterns, be they in conversations, meetings, presentations or appraisals.
Module 3: March 15 & 16 Understanding People
Given that organisations consist of people, an understanding of why people do and don’t function is vital. This module focuses mainly on the concept of our psychological programming (script or ‘life plan’) and looks beyond human behaviour to the personalities and purposes that lie behind what people do. It offers ways to analyse people (and organisations) and some possibilities for intervening – in other words, the questions the module asks and answers are who are you and how do I work with someone like you? And vice versa.
Module 4: April 20 & 21 Developing People in Organisations
People are motivated to change and develop when they feel recognised. This principle in Transactional Analysis is called stroking and the personal patterns and myths around motivating are discussed with reference to reward systems and interpersonal relationships in organisations. Both people and organisations follow a pattern when they develop, which TA calls the Cycles of Development. Participants will relate this and similar models such as the Competence Curve to their place of work. Finally, the question of how people manage not to develop is covered. Developmental models and processes such as coaching are discussed.
Module 5: May 17 & 18 Leading and Managing
This module compares and contrasts the fundamental features of these and relates them to Transactional Analysis concepts such as OKness and the PAC model. An analysis of power and followership and how these are evidenced at the workplace follows. Symbiotic relationships and hierarchies are discussed, as is the development of communities and cultures which reflect the personality of the people in positions of power and influence.
Module 6: June 28 & 29 Organisations as complex systems – diagnosis & interventions
In this module participants will be introduced to Berne’s theory on the structure and dynamics of organisations and groups the concept of organisations as complex multi-faceted systems. There will be opportunity to consider the organisation, professional and social architecture of organisations and how beliefs, values and behaviours influence organisational effectiveness.
Module 7: July 26 & 27 Designing effective interventions
This module looks at intervention design principles and strategies from the perspective of the Cathexis School of Transactional Analysis. Participants will be offered the opportunity to consider the organisation as an advanced learning system and make connections between the theory explored in this module and the previous module.
Module 8: September 27 & 28 Psychological dynamics in organisations
This module offers a way of thinking about organisations which is a significant tool for management and for consultants working with organisational clients. The theoretical focus for this module is on organisational script, transference, countertransference, projection and projective identification and how these impact individuals, teams and the organisational as a whole.
Module 9: October 25 & 26 Working in harmony with groups
In this module participants will consider the principles which underpin and guide a healthy and effective approach to working with groups. They will be introduced to the TA theories of group process and group dynamics as a way of understanding and working with a wide variety of groups.
Module 10: November 22 & 23 Change as an evolutionary process
This module looks at change as a naturally occurring phenomenon which cannot be controlled. Participants will be introduced to the concept of "physis" and the idea that human being and organisations have an inherent capacity to creatively adjust to their changing environment. There will be opportunity to examine the role of the consultant to enhance the organisation’s capacity to respond to the changing internal and external environment.
