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Organizational tranactional analysis (steinert)

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Organizational tranactional analysis (steinert)

  1. 1. Organizational Transactional Analysis • Diagnosis of organizational structures, prozesses and their elements • Understanding Organizational Dynamics • Organizational consulting and intervention models • Advanced Role Management Dr. Thomas Steinert, MTB AG TSTA-O Dipl.Psych. / Dipl.Verw.Wirt© 2011 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  2. 2. My Question Are Organizations good?© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  3. 3. Provocative Theses 1-4 of 7 Organizational interventions should always! include role aspects … and non individual thinking Often practitioners lack organizational conciousness The effects of given structures and roles are often unknown, so practically discounted Leaders that lack business process understanding risk defizits in their management performance. Consequently trainers and coaches risk harmful interventions if they dont integrate process quality in their diagnosis, learning targets and intervention planning Organizing system learning with minor focus on sustainability leads often to self discounting of our approaches.© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  4. 4. Our Learning Agenda As A Transactional Analysts Change Management needs organizational thinking and real understanding of the nature of organization ... Can you freely say ´YES´ to an organization?© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  5. 5. Our Learning Agenda As A Transactional Analyst Change Management needs organizational thinking and real understanding… … on three levels simultaneously / interlinked … Organization - Roles - Individuals© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  6. 6. What Is ´Organizational Transactional Analysis´ ? Roles in Consultancy Trainer Personal Coach Individuals Facilitator Mediator TA in Organizations Supervisor -Persons and Relations- Team-Developer „Qualification of the personell“ Systemic Coach Business Process TA in Organizations -Organizational elements- „Qualification of the system“ Roles inFunctional organizational ConsultancyElements ProjectArchitectCoach Process NegociatorThinking in processes leads to realization! Process Facilitator Process Engineer © 2011 Dr. Thomas Steinert • What Is ´Organizational Transactional Analysis´ ? © 2011 Günther Mohr • Individual and Organisational TA for the 21st Century Alle Rechte vorbehalten / All rights reserved / Only for personal use© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  7. 7. Structural interventions Need A ‚Reverse Direction Diagnosis Organization Markets Organizational Dynamics Strategy Structure Business Learning and Culture Psychological Processes Processes Attention TA approaches People2011 Günther Mohr • Individual so farand Organisational TA for the People - Groups21st Century Personnel This approach supports business with effective people management© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  8. 8. Provocative Theses 5-7 of 7  We are the mainstream and we define the standards for good practise. We are not fully aware of this and we do not use our potential.  Yet, we are close to clearly agree on shared understandings of good practise on the individual level, the team level, the departmental and the organizational level. The basis for this is the systemic intervention cycle to conduct on all 4 levels, sometimes interlinked.© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  9. 9. Four Types Of Intervention In The Structure- Oriented Organization Working 1. Process improvement interventions 2. System-based learning interventions 3. Cultural learning interventions 4. Personal learning interventions © 2011 Dr. Thomas Steinert • Four Types Of Intervention In The Structure-Oriented Organization Working Alle Rechte vorbehalten / All rights reserved / Only for personal use© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  10. 10. What Are ´Role Interventions´ ? Organization Roles PersonStructures Role related Personel Prozesses Interventions Four interventions sectors  see role model © 2011 Dr. Thomas Steinert • What Are ´Role Interventions´ ? Alle Rechte vorbehalten / All rights reserved / Only for personal use© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  11. 11. Our Learning Agenda As Transactional Analysts … on three levels simultaneously… Organization - Roles - Individuals… and consequently: A Triple Intervention Circle - ´Systemic-fractal´ ´whole organization´ - ´Role-related´ - ´Individually „bull-eyed“´ © 2011 Dr. Thomas Steinert • Our Learning Agenda As Transactional Analysts All rights reserved / Only for personal use© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  12. 12. The Organizational Developmental Loop Working through overall challenges, ´classic coaching´ linked individual psychology, role options, functions in the process Design of Mental reconstruction of communication the options of the future and negotiation organization and the processes own position in it First Process Design: Working through of new Individual / role- strategic role dynamics relataed- and balance with own organizational frame of reference Working through the four organizational learning options and © 2011 Dr. Thomas Steinert • Organizational their conditions of Developmental Loop implementation Alle Rechte vorbehalten / All rights reserved / Only for personal use© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  13. 13. Balanced Change® In this book this article on the previous material is icluded And Als the approaches of Günther Mohr state-of-the art – approaches are described and organizational psychology is presented in the many case- studies in it.© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  14. 14. My Question Are Organizations good? … and how does your attitude behind your answer influence your work?© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  15. 15. Dr.Thomas Steinert: Experiences And Project Examples -selected examples- Introduction of Product Life Cycle Start-Up of a SAP-CoC-Global for an management international Logistics company Customer networking and processes Pioneer phase vs strategy options Project-team consultation Core competencies, customer processes 7/24/global Realization in the teams Integration in strategic processes and projects Staffing and teambuilding HR-strategy-review for a holding Identification of key persons and -groups Team starts after a reorganization Key-qualification review More flexible project structures, flatter hierarchy Recruitment process New roles and new understanding of tasks Strongly increased internal dependency De-merger in a mortgage bank Resolving crisis in an IT-project New market channels Complexity to high Complex decision-making process Different strategy options New requirements for team starts Tensions in the decision-making-team New leadership approaches Communication process Leadership program New management understanding New project leading and steering Adjustment of affiliates and new market Mentoren - Coaches goals implementation Conferences for strategy development Introduction of intense employee feedback Logistics chain review New requirements for leaders Accompany strategy deployment New guidance quality Leadership forums Leadership evaluation Controlling and process monitoring Employee research© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  16. 16. Dr.Thomas Steinert: Experiences And Project Examples -selected examples- Change management of the introduction of SAP 360 - Feedback as services development R/3 with simultaneous fusion from three national More co-operation and customer orientation societies to an entrepreneurial group central New roles and tasks Europe in an international surrounding Leadership as key success factor Complex subproject structure Constructive discussion and controversy culture Advancement of project architecture Strong adjustment on special customer needs Facilitation of project groups Strengthened user integration development Implementation of a master plans Project coaching of the reorganization of a company for application development Multi - Cultural Change advisor of programs for Coaching of the strategy development a European company Emphasis on global HR integration Intercultural integration / mediation as goal Development of project architecture Support of change management Cahllenging Kick off - meetings Training of the Inhouse Consultants Professionalization of project managers and Inhouse coaches Professionalisierung of Inhouse Consultants for a German major bank Production Launch for a new automobile OD - Methodology Organize learning of 15.000 employees Advisor and coaching attitudes Project supervision© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  17. 17. Dr.Thomas Steinert: Experiences AndBackground Change management of the introduction of SAP 360 - Feedback as services development R/3 with simultaneous fusion from three national More co-operation and customer orientation societies to an entrepreneurial group central New roles and tasks Europe in an international surrounding Leadership as key success factor Complex subproject structure Constructive discussion and controversy culture Advancement of project architecture Strong adjustment on special customer needs Facilitation of project groups Strengthened user integration development Implementation of a master plans Project coaching of the reorganization of a company for application development Multi - Cultural Change advisor of programs for Coaching of the strategy development a European company Emphasis on global HR integration Intercultural integration / mediation as goal Development of project architecture Support of change management Cahllenging Kick off - meetings Training of the Inhouse Consultants Professionalization of project managers and Inhouse coaches Professionalisierung of Inhouse Consultants for a German major bank Production Launch for a new automobile OD - Methodology Organize learning of 15.000 employees Advisor and coaching attitudes Project supervision© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag
  18. 18. Dr.Thomas Steinert: Working Fields Change management of the introduction of SAP 360 - Feedback as services development R/3 with simultaneous fusion from three national More co-operation and customer orientation societies to an entrepreneurial group central New roles and tasks Europe in an international surrounding Leadership as key success factor Complex subproject structure Constructive discussion and controversy culture Advancement of project architecture Strong adjustment on special customer needs Facilitation of project groups Strengthened user integration development Implementation of a master plans Project coaching of the reorganization of a company for application development Multi - Cultural Change advisor of programs for Coaching of the strategy development a European company Emphasis on global HR integration Intercultural integration / mediation as goal Development of project architecture Support of change management Cahllenging Kick off - meetings Training of the Inhouse Consultants Professionalization of project managers and Inhouse coaches Professionalisierung of Inhouse Consultants for a German major bank Production Launch for a new automobile OD - Methodology Organize learning of 15.000 employees Advisor and coaching attitudes Project supervision© 2012 MT-Berater AG • Alle Rechte vorbehalten MT-Berater AG Weißekreuzstraße 18 30161 HannoverNur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag

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