Ego state Analysis of An

Organization : Implications for

Organizational Development

Our deepest fear is not that we are inadequate. Our deepest

fear is that we are powerful beyond measure. It is our light,
not our darkness that most frightens us. We ask ourselves,
Who am I to be brilliant, gorgeous, talented, fabulous?
Actually, who are you not to be? You are a child of God. Your
playing small does not serve the world. There is nothing
enlightened about shrinking so that other people won't feel
insecure around you. We are all meant to shine, as children
do. We were born to make manifest the glory of God that is
within us. It's not just in some of us; it's in everyone. And as
we let our own light shine, we unconsciously give other
people permission to do the same. As we are liberated from
our own fear, our presence automatically liberates others.
Marianne Williamson

Abstract
This Paper tests a model of effect of Ego States of the
individuals on the culture of the organization and the
resulting implications for Organizational Development. This
topic is related to Transactional Analysis and Organization
Culture. The 76 respondents represented 12 manufacturing
units of a Large Textile Organization based in India. There
are two instruments used in this study : Cameron and
Quinns 1999 OCAI measured four types of organizational
culture ( Clan , Adhocracy, Market and Hierarchy ) and Bob
Averys Ego State Analysis Questionnaire. Results from the
study show that Clan culture is positively co-related with
Nurturing Parent , Adhocracy culture is positively co-related
with Free Child Ego State , Market Culture is positively corelated with Adult Ego State and Hierarchy culture is
positively co-related to Critical Parent.

Organizational Culture
A set of values or beliefs that
is unique to any one
organization

Positive Aspects of an
Organizational Culture
Guides decision making
Provides identity for members
Amplifies commitment
Guides employee behavior
Provides justification for actions

Strength of an Organizational
Culture
A strong culture could help an
organization adapt to the environment
A strong culture can also be an
anchor around the neck of change

Visible Signs of Strong

Organizational Culture
Stories
Heroes
Rituals
Ceremonies
Symbols
Myths

Types of Cultures
The Clan Culture
A very friendly
place to work
where people share
a lot of themselves.
It is like an
extended family.

Cameron, K., & Quinn, R., (1999). Diagnosing and Changing

Organizational Culture. New York: Addison-Wesley.

Clan Culture
is like an extended family with best friends at work.
Leaders are thought of as mentors, coaches, and,
perhaps, even as parent figures. The organization
is held together by loyalty, tradition, and
collaboration. Commitment is high. The
organization emphasizes the long-term benefits of
individual development with high cohesion and
morale being important. Success is defined in
terms of internal climate and concern for people.
The organization places a premium on teamwork,
participation, and consensus

Nurturing Parent
NURTURING PARENT
Nurture ( nr"chr) n. 1. Something that nourishes; sustenance. 2. The act
of bringing up. nurturing 1. To nourish; feed. 2. To educate; train. 3. To help
grow or develop
Synonyms: nurture cultivate foster nurse The central meaning shared by
these verbs is " to promote and sustain the growth and development of ":
Nourish 1. To provide with food or other substances necessary for life and
growth; feed. 2. To foster the development of; promote 3. To keep alive;
maintain
Encourage 1. To inspire with hope, courage, or confidence; hearten. 2. To
give support to 3. To stimulate; spur
Synonyms: encourage animate cheer embolden hearten inspirit The central
meaning shared by these verbs is " to impart courage, inspiration, and
resolution
Develop 1. To bring from latency to or toward fulfillment: 2. a. To expand or
enlarge b. To aid in the growth of; strengthen c. To improve the quality of;
refine: 3. a. To cause to become more complex or intricate; add detail and
fullness to; elaborate:
Promote 1. a. To raise to a more important or responsible job or rank. 2. To
contribute to the progress or growth of; further. 5. To help establish,organize

Fitted Line Plot

Clan = 24.30 - 73.25 NP
+ 949.8 NP* * 2 - 1550 NP* * 3
55

S
R-Sq
R-Sq(adj)

50
45

Clan

40
35
30
25
20
15
0.0

0.1

0.2
NP

0.3

0.4

4.35050
70.6%
69.3%

Adhocracy
It is characterized as a dynamic, entrepreneurial,
and creative workplace. People stick their necks
out and take risks. Effective leadership is visionary,
innovative, and risk-oriented. The glue that holds
the organization together is commitment to
experimentation and innovation. The emphasis is
on being at the leading edge of new knowledge,
products, and/or services. Readiness for change
and meeting new challenges are important. The
organizations long term emphasis is on rapid
growth and acquiring new resources. Success
means producing unique and original products and
services

Free Child/Natural Child

NATURAL CHILD
Natural Characterized by spontaneity and freedom from artificiality,
affectation, or inhibitions. Not altered, treated, or disguised
Fun 1. A source of enjoyment, amusement, or pleasure. 2. Enjoyment;
amusement: 3. Playful, often noisy, activity 1. To behave playfully; joke
Creative 1. Having the ability or power to create 3. Characterized by
originality and expressiveness; imaginative
Spontaneous 1. Happening or arising without apparent external cause;
self-generated. 2. Arising from a natural inclination or impulse and not from
external incitement or constraint. 3. Unconstrained and unstudied in
manner
Robust 1. Full of health and strength; vigorous. 5. Marked by richness and
fullness
Vigor 1. Physical or mental strength, energy, or force. 2. The capacity for
natural growth and surviva 3. Strong feeling; enthusiasm or intensity.

Fitted Line Plot

Innovation = 15.00 - 4.99 FC
+ 317.2 FC* * 2
S
R-Sq
R-Sq(adj)

40

Innovation

30

20

10

0
0.00

0.05

0.10

0.15
FC

0.20

0.25

0.30

5.12613
56.2%
55.0%

Market
is a results-oriented workplace. Leaders
are hard driving producers, directors, and
competitors. They are tough and
demanding. The glue that holds the
organization together is an emphasis on
winning. The long-term concern is on
competitive actions and achieving stretch
goals and targets. Success is defined in
terms of market share and penetration.
Outpacing the competition, escalating
share price, and market leadership
dominate the success criteria

Adult
ADULT
Rational 1. Having or exercising the ability to reason. 2. Of sound mind;
sane. 3. Consistent with or based on reason; logical: rational behavior
Logical 1. Of, relating to, in accordance with, or of the nature of logic.
Reasonable 3. Reasoning or capable of reasoning in a clear and consistent
manner.
Synonyms: logical analytic ratiocinative rational The central meaning shared
by these adjectives is " capable of or reflecting the capability for correct and
valid reasoning
Clarity 2. Clearness of thought or style; lucidity
Prudent 1. Wise in handling practical matters; exercising good judgment or
common sense. 2. Careful in regard to one's own interests; provident.
Practical 1. Of, relating to, governed by, or acquired through practice or
action, rather than theory, speculation, or ideal 6. Concerned with the
production or operation of something useful
Question 1. a. An expression of inquiry that invites or calls for a reply. b. An
interrogative sentence, phrase, or gesture. 2. A subject or point open to
controversy; an issue. 4. To analyze; examine.
Inquire. 1. To seek information by asking a question 2. To make an inquiry or
investigation

Heirarchy
the hierarchy culture, is characterized as a
formalized and structured place to work.
Procedures and well-defined processes govern
what people do. Effective leaders are good
coordinators, organizers, and efficiency experts.
Maintaining a smooth-running organization is
important. The long-term concerns of the
organization are stability, predictability, and
efficiency. Formal rules and policies hold the
organization together shape the behavior of
individuals and groups in the organization

CONTROLLING PARENT
Controlling 1. To exercise authoritative or dominating influence over; direct.
2. To hold in restraint; check: struggled to control my temper 3. a. To verify or
regulate by comparing with another standard. 1. Authority or ability to
manage or direct One that controls
Direction 1. The act or function of directing. 2. Management, supervision, or
guidance of an action or operation.
Supervise 1. To have the charge and direction of; superintend.
Synonyms: supervise boss overlook oversee superintend The central
meaning shared by these verbs is " to have the direction and oversight of the
performance of others ": supervised a team of investigators; bossed a
construction crew; overlooking farm hands; overseeing plumbers and
electricians; superintend a household
management 1. The act, manner, or practice of managing; handling,
supervision, or control 2. The person or persons who control or direct a
business or other enterprise. 3. Skill in managing; executive ability.
Charge 1. To impose a duty, responsibility, or obligation on
Oversight 1 Watchful care or management; supervision.

Co-relation between CP &

Hierarchy
Fitted Line Plot
Heirarchy = 7.354 + 111.9 CP
50

S
R-Sq
R-Sq(adj)

Heirarchy

40

30

20

10

0
0.00

0.05

0.10

0.15

0.20
CP

0.25

0.30

0.35

6.04042
51.1%
50.5%

Flexibility and
Discretion
The Clan
Internal
Focus
and
Integrati
on

The
Hierarchy

The
Adhocracy

The
Market

Stability and Control

Exter
nal
Focus
and
Differ
entiat
ion

Research Methodology
76 Participants of Training Programme on
Transactional Analysis and Organization
Culture were asked to respond to Ego State
Analysis Questionnaire (Bob Avery) and
Organization Cultural Assessment instrument
( Desired Organization Culture) .The
instrument is based on the Competing
Values Framework ( Cameron and Quinn ,
1999). The responses were recorded and
analyzed for reliability and Co-relation.

Hypothesis
The following are the research
hypotheses tested in this study:
H1o: There is a no correlation
between culture Types and Ego
States
H1a: There is a positive or negative
correlation between culture Types
and Ego States

Reliability
Cronbach Values for Dimensions of Culture
and Ego States were calculated. This
indicates fair amount of reliability.
Cronbach's Alpha
Clan
0.91 CP 0.78 FC 0.84
Adhocracy
0.92 RP 0.68 HC 0.56
Market 0.91 NP 0.87 DC 0.69
Hierarchy
0.93 A
0.89

Results

CP

Clan

Adhocracy

Market

Hierarchy

0.127
(0.274)

0.356
(0.002)

0.267
(0.02)

0.715
(0.00)

RP

-0.025 (0.830)

-0.017 ( 0.88)

0.020 (.864)

0.008
(.943)

NP

0.828 (0.000)

-0.199 (0.085)

-.504
(0.000)

-.74 (.524)

-.419 (0.000)

-.139 (.231)

.737 (0.000)

-.186 (.108)

FC

-.140 (0.228)

0.720 (0.000)

-.145
(0.210)

-.318
(.005)

DC

-.158 (0.174)

0.080 (0.490)

0.039
(0.737)

-0.016
(.889)

HC

-.087 (.456)

-.088 (.452)

.126
(0.278)

-0.053
(0.65)

Desired Organization Culture &

Ego State Profile

Implications for OD Org Structure

The Database was dissected based on the Function of the
people and distribution on Cultural Dimensions The
Distributions for Manufacturing, Sales and Marketing , R&D
are shown in Figure 2-4. Each of these function though has
a uniform distribution of all cultural dimensions, the
requirement of Each of these functions is difference. Sales
Function will require lot of External orientation and hence as
per the result of this study people with Dominant Adult Ego
State can drive this function better. Similarly where the need
is ideation, creation ( like product development , branding) ,
people with Dominant Child Ego State can do better. This
necessitates a need for lot of Cross Functional Teams in the
organization where people can make contribution in the
areas related to their Dominant Ego States.

OD Implications Culture Change

Any organization which wants to move
to any particular Cultural Type ( say
adhocracy ) needs to keep people with
corresponding dominant Ego State ( in
this case Free Child Ego State) as the
catalysts for this change. Also
Organization is a sum of small
organizations. So different cultures
can be nurtured for different
requirements

3 GREAT PERMISSIONS - TO
LOVE - TO CHANGE - TO
DO THINGS WELL - ERIC
BERNE