1. The document discusses the definition and models of transactional analysis (TA) and how it can be applied as a professional approach. 2. It outlines 5 major perspectives of TA concepts and principles for keeping TA relevant in the 21st century, which include focusing on real-life situations and how reality is cocreated through transactions. 3. The document also discusses enlarging and transforming TA to include organizational contexts, interdisciplinary approaches, and a variety of concepts and methods tailored to different professional fields of TA.

1. TA – a professional approach
AT – Uma abordagem profissional
Institute for systemic consulting, Wiesloch (Germany) 1
www.isb-w.de

2. Definições Forma – Contorno
seguindo um conceito de George Steiner
Treinamento Consultoria
Desenvolvimento
Terapia Organizacional
Apresentação topográfica das definições de Forma –
Contorno (exemplo)
2
(in: Schmid, B. (2006) Identity and differentiation. www.isb-w.de)

3. Definições do Cerne
B
A
Consultation
Organisational
Development
Therapy
Training
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)
3

4. Models and methods are tools
• 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?
4

5. Modelos e métodos são feramentas
• 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?
5

6. 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)
6

7. 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
7
contribuição para cultura)

8. Models for controlling professional approaches
Modelos para controlar
abordagens profissionais
Institute for systemic consulting, Wiesloch (Germany) 8
www.isb-w.de

9. Supervision
– the toblerone model
9

10. Supervisão
– Modelo toblerone
Conceitualização
da Teoria de AT
Competência
Identidade profissional
profissional para AT
nos campos de
aplicação
Aplicação
Case/projeto
10

11. 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)
11

12. 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)
12

13. Orientation triangle
13

14. Orientação triangular
Sistema do cliente/ Definição do problema/
ambiente e papéis foco (visão seletiva da
particulares realidade)
Atividade e regulação da
complexidade no encontro
profissional
Comportamento
profissional (seleção de
papéis, métodos
estratégicos
Dimensões da regulação da complexidade no encontro profissional
14

15. 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?
ßà not just those, who sit together
ßà not only horizontal, but also vertical
( cooperation and leadership)
15

16. 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?
ßà não só eles, que sentam juntos
ßà não só horizontal, mas também vertical
16
( cooperação e liderança)

17. Team-coaching triangle
17

18. Team-coaching triangle
Tarefa / responsabilidade
Quem é parte do time/ do time e foco no
em qual função? coaching
COACHING DE TIMES
Abordagem de
Coaching auto conceito
e ação de Coach
18

19. 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.
19

20. 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.
20

21. 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
21
(acceptance speech EATA award Blackpool 1988)

22. 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 22
(acceptance speech EATA award Blackpool 1988)

23. Task and culture orientation in
organizations
Cultural Cultural
Problems measures
Result Result
orientation orientation
time
23

24. Tarefa e Cultura
orientação em organizações
Problemas Medidas
Culturais Culturals
Orientação para Orientado para
Resultado Resultado
tempo
24

25. TA – a professional culture
Institute for systemic consulting, Wiesloch (Germany) 25
www.isb-w.de

26. 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
26

27. 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
27

28. 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
28

29. 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
29

30. 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
30

31. 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.
31

32. 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
32

33. 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
33

34. 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
34

35. 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
35

36. 36