9 ta-a professional-approach_bernd_schmid_systemic_ta (english/ portuguese)

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

2. Definies Forma Contorno seguindo um conceito de George Steiner Treinamento ConsultoriaDesenvolvimentoTerapiaOrganizacionalApresentao topogrfica das definies de Forma Contorno (exemplo)2 (in: Schmid, B. (2006) Identity and differentiation. www.isb-w.de) 3. Definies do Cerne BAConsultation OrganisationalDevelopment TherapyTrainingApresentao topogrfica das sobreposies de definies do cerne(exemplo) (A= transferncia; B= trablhando com a sade 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 mtodos so feramentas O que a ferramenta pode fazer?Pode ser usada de forma flexvel e aindaespecfica? Quanto facilmente pode ser introduzida ecombinada com outras ferramentas? Quais recursos so necessrios ao usar aferramenta? Pode ser integrada na vida diria ourequer especialistas? 5 6. 5 major perspectives on TA Concepts1. 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 + behavioras expression of and contribution to reality-construction4. perspective of development (experiencing + behavior asdevelopments from the past, present and future)5. perspective of professional and organizational culture(experience + behavior as expression of and contributionto culture)6 7. 5 perspectivas principais sobreConceitos de AT1. perspectiva da personalidade(experincia + comportamento como padro de personalidade)2. perspectiva de relacionamentos(experincia + comportamento como padro em relacionamentos)3. perspectiva criando realidade(experincia + comportamento como expresso de e contribuiopara construo da realidade)4. perspectiva de desenvolvimento(experincia + comportamento como desenvolvimento do passado,presente e futuro)5. perspectiva de cultura profissional e organizacional(experincia + comportamento como expresso de e7contribuio para cultura) 8. Models for controlling professional approaches Modelos para controlarabordagens profissionaisInstitute for systemic consulting, Wiesloch (Germany) 8www.isb-w.de 9. Supervision the toblerone model9 10. Superviso Modelo tobleroneConceitualizao da Teoria de ATCompetnciaIdentidade profissional profissionalpara ATnos campos deaplicao AplicaoCase/projeto 10 11. Perspectives of competenciestoday 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 competnciasHoje complexo, p. ex.: Competncia profissional Competncia para a rea Competncia para o mercado Competncia em networking Transparncia + originalidade sensibilidade + robustez Atitude cosmopolita + praticidade Competncia na cultura + meta perspectiva(B. Schmid (2006) on professionalism)12 13. Orientation triangle 13 14. Orientao triangularSistema do cliente/Definio do problema/ambiente e papisfoco (viso seletiva daparticulares realidade) Atividade e regulao dacomplexidade no encontroprofissionalComportamentoprofissional (seleo depapis, mtodosestratgicosDimenses da regulao 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? not just those, who sit together not only horizontal, but also vertical ( cooperation and leadership) 15 16. Time - definio= Aqueles que tem uma responsabilidade compartilhada (A ser definida num momento especfico) Quais responsabilidades so focadas? Quem ento deve ser envolvido? Em quais papis? no s eles, que sentam juntos no s horizontal, mas tambm vertical 16( cooperao e liderana) 17. Team-coaching triangle 17 18. Team-coaching triangle Tarefa / responsabilidadeQuem parte do time/do time e foco noem qual funo?coachingCOACHING DE TIMESAbordagem deCoaching auto conceitoe ao 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 seruma Analista Transacional! Encontre uma nova auto definio alm usnado modelos e conceitos da AT convencional Esta auto definio pode dar a voc liberdade para discutir e reformular modelos a partir de uma nova perspectiva de teorias modernas. Pessoas que so altamente identificadas com o contedo podem no se entir livres para fazer isto. 20 21. Network of TA-IdentityCategories to create identity:1. Analysis by transactions2. Developing models to describe transactions(create reality through communication)3. Consciousness for the context4. TA a cybernetic model5. TA an experimental approach6. Culture of professional community21 (acceptance speech EATA award Blackpool 1988) 22. Network da identidade de ATCategorias para criar identidade:1. Anlise pelas transaes2. Desenvolvendo modelos para descrevertransaes(criar realidade atravs da comunicao)3. Conscincia para o contexto4. AT um modelo ciberntico5. AT uma abordagem experimenal6. Cultura de comunidade profissional 22 (acceptance speech EATA award Blackpool 1988) 23. Task and culture orientation in organizationsCultural CulturalProblems measuresResultResultorientation orientationtime23 24. Tarefa e Culturaorientao em organizaes ProblemasMedidasCulturais CulturalsOrientao para Orientado para Resultado Resultadotempo 24 25. TA a professional cultureInstitute for systemic consulting, Wiesloch (Germany) 25www.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 Gnther 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 levelse.g. psychological benefits nourishing the necessary function of intuition in creating reality acting from a position of OK-OK and caring love28 29. TA for the 21st centuryPrinciples to keep III encounter on an equal eye-level, respecting the others reality taking each others 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 involved30 31. TA for the 21st centuryPrinciples 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 centuryEnlargements 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 meaning32 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 backgrounds33 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 fields34 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 challenges35 36. 36


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