This page gives you the theoretical framework for my OD practice and explains my personal approach to Transactional Analysis. To find out how this academic foundation is put into practice, once you've read this, go to the "Products and Services" page of this website.

Transactional Analysis is the psychodynamic study and psychology of interactions between human beings. TA was first developed by Canadian-born US Psychiatrist, Eric Berne in the late 1950s. TA "is a theory of personality and a systematic psychotherapy for personal growth and personal change".

My work is derived predominantly from the Classical school of TA, directly stemming from Berne's original concepts of Ego States, Transactions, Games and Scripts. The classical school favours group work, which is most effective in the Organisational setting. 

My group work is designed to bring into awareness the attitudes and possible restrictive beliefs that hold the organisation and its people back from reaching their fullest potential.  Through that awareness we may embark on a process towards function, health, creativity and Organisational wellbeing.

The work is done through the TA approach of the development of the Adult Ego State in order to encourage a move out of unhealthy Scripts, and into autonomous Organisational decision-making. I find the 3 Ps of Pat Crossman, being Potency, Protection, and Permission:  I use my Potency in presenting a strong, well-designed process; I provide Protection by facilitating a safe space  for people to engage in meaningful dialogue; and I provide Permission for people to engage fully and spontaneously in the process of awareness, growth, and change. 

Also from the Classical School, I make use of Steven Karpmans Drama Triangle to depict possible unhealthy Games in the organisation and to offer options for change towards healthy, successful outcomes. Stroke Theory, (Steiner, 1971) also from the Classical School, is used to build relationships and encourage participants in their development towards more effective functioning of the organisation. 

From the Redecision school of Bob and Mary Goulding, I draw on the theory of Injunctions, (Goulding, 1976) and on Kahlers corresponding theory of Drivers (Kahler,1974). I find that Organisations draw to themselves, people of specific dispositions and specific drivers.  To the extent that I can identify an organisation as a "Try Hard", or a "Be Perfect", for example, I can then encourage them to identify and change the negative behaviour that their Drivers may compel.

From the Cathexis school of Jacqui Lee Schiff, I draw on the theory of Symbiosis to identify possible symbiotic relationships between management and staff.  This theory easily invites people to see the responsibilities that the parties in the symbiosis have taken on, and those that they have let go of.

Finally, also from the Cathexis school, comes Discount Theory (Mellor, Schiff ,1975) as a powerful way of showing people in Organisations where and how they may passively be allowing their problems to overwhelm them.

By integrating these models from the three major TA approaches, I offer the Organisation a full picture of its underlying process, together with ways to move towards healthier foundations upon which Organisational activities can take effect.



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