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

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

  1. 1. TA – a professional approach AT – Uma abordagem profissionalInstitute for systemic consulting, Wiesloch (Germany) 1www.isb-w.de
  2. 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. 3. Definições do Cerne B A Consultation Organisational Development Therapy TrainingApresentação 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. 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. 5. Modelos e métodos são feramentas•  O que a ferramenta pode fazer?•  Pode ser usada de forma flexível e aindaespecífica?•  Quanto facilmente pode ser introduzida ecombinada com outras ferramentas?•  Quais recursos são necessários ao usar aferramenta?•  Pode ser integrada na vida diária ourequer especialistas? 5
  6. 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 + behavior as expression of and contribution to reality-construction4. 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. 7. 5 perspectivas principais sobre Conceitos de AT1. 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. 8. Models for controlling professional approaches Modelos para controlar abordagens profissionaisInstitute for systemic consulting, Wiesloch (Germany) 8www.isb-w.de
  9. 9. Supervision– the toblerone model 9
  10. 10. Supervisão – Modelo toblerone Conceitualização da Teoria de AT Competência Identidade profissional profissional para ATnos campos de aplicação Aplicação Case/projeto 10
  11. 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. 12. Perspectivas de competênciasHoje 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. 13. Orientation triangle 13
  14. 14. Orientação triangularSistema do cliente/ Definição do problema/ambiente e papéis foco (visão seletiva daparticulares realidade) Atividade e regulação da complexidade no encontro profissional Comportamento profissional (seleção de papéis, métodos estratégicosDimensões da regulação da complexidade no encontro profissional 14
  15. 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. 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. 17. Team-coaching triangle 17
  18. 18. Team-coaching triangle Tarefa / responsabilidadeQuem é parte do time/ do time e foco noem qual função? coaching COACHING DE TIMES Abordagem de Coaching auto conceito e ação de Coach 18
  19. 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. 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. 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 community 21 (acceptance speech EATA award Blackpool 1988)
  22. 22. Network da identidade de ATCategorias para criar identidade:1. Análise pelas transações2. Desenvolvendo modelos para descrever transações(criar realidade através da comunicação)3. Consciência para o contexto4. AT – um modelo cibernético5. AT – uma abordagem experimenal6. Cultura de comunidade profissional 22 (acceptance speech EATA award Blackpool 1988)
  23. 23. Task and culture orientation in organizations Cultural Cultural Problems measures Result Resultorientation orientation time 23
  24. 24. Tarefa e Cultura orientação em organizações Problemas Medidas Culturais CulturalsOrientação para Orientado para Resultado Resultado tempo 24
  25. 25. TA – a professional cultureInstitute for systemic consulting, Wiesloch (Germany) 25www.isb-w.de
  26. 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. 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. 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. 29. TA for the 21st century Principles 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. 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. 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. 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. 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. 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. 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. 36

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