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BEHAVIOUR
ANUSHRI RATHI
PG-A 46
TRANSACTIONAL ANALYSIS
Transactional Analysis is a theory developed by Dr. Eric Berne in the 1950s. Originally
trained in psychoanalysis, Berne wanted a theory which could be understood and
available to everyone and began to develop what came to be called Transactional
Analysis (TA). Transactional Analysis is a social psychology and a method to improve
communication. The theory outlines how we have developed and treat ourselves, how we
relate and communicate with others, and offers suggestions and interventions which will
enable us to change and grow. Transactional Analysis is underpinned by the philosophy
that:
with whom
by when
For example, we want the outside of our house painted, we need to find a person who
will paint it and who will give us a quote for doing it. If we agree the quote, and we like
him or her enough, we will no doubt employ them. We will agree a date and time,
perhaps check they are insured, and choose the colour of the paint and off they go.
Sometimes contracts will be multi-handed with all parties to the contract having their
own expectations. If these expectations are all congruent then fine, if not then
discussing everyone's expectations will lead to greater understanding and therefore to a
clear contract.
Contracts need to be outlined in positive words i.e. what is wanted, rather than what is
not wanted. Our minds tend to focus on the negative and so this encourages failure. For
example, how many times do we look round when someone says to us "Don't look now
but......., the same is true when we set up contracts which start "I don't want to
do .............. anymore".
We have contracts about employment, how much will we be paid and when, what
holidays we are due, what deductions there will be etc. In order to ensure placements
are effective then different, but similar, details are required. Naturally, these details will
vary dependent on the setting in which we work.
All parties need to state what are they are prepared to do. Are they able and willing to
undertake what is being asked, is this appropriate? Does it fit within any statements of
purpose and function? Is it legal? Do they have the competence to deliver this? Do they
want to? What does each party want of the others?
In summary contracts need to be: measurable, manageable and motivational.
Measurable means that the goals need to be tangible. That each party involved in the
contract will be able to say in advance how they will know when the goal has been
achieved. The goal will be specific and behavioral and clearly defined. The contract will
also need to be manageable and feasible for all those concerned.
'Contracting' in Transactional Analysis, and indeed many other aspects of TA, provide a
helpful way to understand the Psychological Contract in employment and similar
organizational relationships.
As we grow up we take in ideas, beliefs, feelings and behaviours from our parents and
caretakers. If we live in an extended family then there are more people to learn and take
in from. When we do this, it is called introjecting and it is just as if we take in the whole
of the care giver. For example, we may notice that we are saying things just as our
father, mother, grandmother may have done, even though, consciously, we don't want
to. We do this as we have lived with this person so long that we automatically reproduce
certain things that were said to us, or treat others as we might have been treated.
The parent represents a massive collection of recordings in the brain of external events
experienced or perceived in approximately the first five years of life. Since the majority of
the external events experienced by a child are actions of the parent, the ego state was
appropriately called Parent. Note that events perceived by the child from individuals that
are NOT parents (but who are often in parent-like roles) are also recorded in the Parent.
When Transactional Analysts refer to the Parent ego state (as opposed to a biological or
stepparent), it is capitalized. The same goes for the other two states (Adult and Child).
Examples of recordings in the Parent include:
Wow. It really is true that pot handles should always be turned into the stove said Sally
as she saw her brother burn himself when he grabbed a pot handle sticking out from the
stove.
In this example, Sallys Adult reached the conclusion that data in her Parent was valid.
Her Parent had been taught always turn pot handles into the stove, otherwise you could
get burned. And with her analysis of her brothers experience, her Adult concluded that
this was indeed correct.
Physical - attentive, interested, straight-forward, tilted head, non-threatening and nonthreatened.
Verbal - why, what, how, who, where and when, how much, in what way, comparative
expressions, reasoned statements, true, false, probably, possibly, I think, I realise, I
see, I believe, in my opinion.
also go into the Child ego state as archaic memories. The positive experiences can then
be drawn on to remind us that positive things do happen.
The process of analysing personality in terms of ego states is called structural analysis.
It is important to remember that ego states do not have an existence of their own, they
are concepts to enable understanding. Therefore it is important to say "I want some fun"
rather than "My Child wants some fun". We may be in our Child ego state when we say
this, but saying "I" reminds us to take responsibility for our actions.
In contrast to the Parent, the Child represents the recordings in the brain
of internal events associated with external events the child perceives. Stated another
way, stored in the Child are the emotions or feelings which accompanied external
events. Like the Parent, recordings in the Child occur from childbirth all the way up to the
age of approximately 5 years old.
Examples of recordings in the Child include:
Verbal - baby talk, I wish, I dunno, I want, I'm gonna, I don't care, oh no, not
again, things never go right for me, worst day of my life, bigger, biggest, best,
many superlatives, words to impress.
The Adaptive Child reacts to the world around them, either changing themselves
to fit in or rebelling against the forces they feel.
Complementary Transactions
Successful communication in the workplace requires complementary transactions. This
involves one person initiating a conversation in one of the three ego states, such as
parent-to-child, and the respondent sending a reply back to the sending ego state, such
as child-to-adult. For example, a supervisor communicates in the parent-to-child ego
when he reprimands an employee for being late. If the employee responds by apologizing
and saying it won't happen again, the employee is in the child-to-parent ego state and
the result is a complementary transaction. Also, consider two co-workers evaluating a
failed project. If one person sends an adult-to-adult message of "Let's figure out what
went wrong," a complementary adult-to-adult response from the other would be "Yes,
let's get to work and find out what happened."
Free Child- Oh what the hell, lets have another drink and pudding.
Free Child- Yeah, great idea make that 2 drinks a pudding, and some gateaux.
Crossed Transactions
Crossed transactions can take place between a supervisor and employees or between
employees themselves. When crossed transactions occur, a break in communication
likely results unless one person shifts his response to a complementary ego state. This
may happen when the receiver forms the wrong impression about the sender's message
or responds in an ego state differently than what you might expect. For example, a
manager in the adult-to-adult state might rationally ask an employee about a mistake in
a report the employee composed. A crossed transaction occurs if the employee
responds using the child-to-parent ego and complains, "Why are you always criticizing my
work?"
A
A
Above is example of Critical Parent expecting reply from Adapted Child but
receiving reply from Critical Parent.
Stroking
An important part of transactional analysis is the concept of stroking. Humans have a
continual need for strokes, which can be understood as simple units of interpersonal
recognition. Managers and supervisors can create a positive work environment and
positive relationships with employees by giving constant strokes. Examples include
verbal praise of an employee, compliments or positive feedback about a project. Strokes
can also be physical, such as a handshake or pat on the back. Negative work attitudes
may ensue if employees experience negative strokes, such as constant criticism from an
overbearing boss.
Transactional Games
Psychological 'games' played at work are often a series of repeated transactions. The
game may make sense at some superficial level, but in the end, it's typically about
strengthening someone else's psychological position or avoidance. For example,
"Passing the Buck" often occurs in organizations that pass important decisions on up to
different hierarchical levels of management. Another example is "The Blame Game," an
attempt to shift responsibility from one person or group to another. A boss may play the
"Why Don't You/Yes But" game when he calls a meeting to get suggestions on some
issue, but then puts down each suggestion offered by the employees only to point out
that his solution is the best answer.
CONCLUSION