9 ta-a professional-approach_bernd_schmid_systemic_ta (english/ portuguese)
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Transcript of 9 ta-a professional-approach_bernd_schmid_systemic_ta (english/ portuguese)
1 Institute for systemic consulting, Wiesloch (Germany) www.isb-w.de
TA – a professional approach
AT – Uma abordagem profissional
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Definições Forma – Contorno seguindo um conceito de George Steiner
Apresentação topográfica das definições de Forma –
Contorno (exemplo) (in: Schmid, B. (2006) Identity and differentiation. www.isb-w.de)
Treinamento
Terapia
Desenvolvimento Organizacional
Consultoria
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Definições do Cerne
Apresentação 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)
Therapy
Consultation
Training
A
B
Organisational Development
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• 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?
Models and methods are tools
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• O que a ferramenta pode fazer? • Pode ser usada de forma flexível e ainda específica? • Quanto facilmente pode ser introduzida e combinada com outras ferramentas? • Quais recursos são necessários ao usar a ferramenta? • Pode ser integrada na vida diária ou requer especialistas?
Modelos e métodos são feramentas
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5 major perspectives on TA Concepts
1. 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-construction
4. 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)
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5 perspectivas principais sobre Conceitos de AT
1. 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 contribuição para cultura)
8 Institute for systemic consulting, Wiesloch (Germany) www.isb-w.de
Models for controlling professional approaches
Modelos para controlar abordagens profissionais
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Supervision – the toblerone model
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Supervisão – Modelo toblerone
Conceitualização da Teoria de AT
Identidade profissional
nos campos de aplicação
Aplicação Case/projeto
Competência profissional
para AT
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Perspectives of competencies
today 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)
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Perspectivas de competências
Hoje 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)
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Orientation triangle
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Orientação triangular
Sistema do cliente/ ambiente e papéis particulares
Definição do problema/ foco (visão seletiva da realidade)
Comportamento profissional (seleção de papéis, métodos estratégicos
Atividade e regulação da complexidade no encontro
profissional
Dimensões da regulação da complexidade no encontro profissional
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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? ßà not just those, who sit together
ßà not only horizontal, but also vertical ( cooperation and leadership)
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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? ßà não só eles, que sentam juntos
ßà não só horizontal, mas também vertical ( cooperação e liderança)
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Team-coaching triangle
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Team-coaching triangle
Quem é parte do time/ em qual função?
Tarefa / responsabilidade do time e foco no coaching
Abordagem de Coaching auto conceito e ação de Coach
COACHING DE TIMES
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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.
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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.
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Network of TA-Identity
Categories to create identity:
1. Analysis by transactions
2. Developing models to describe transactions
(create reality through communication)
3. Consciousness for the context
4. TA – a cybernetic model
5. TA – an experimental approach
6. Culture of professional community (acceptance speech EATA award Blackpool 1988)
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Network da identidade de AT
Categorias para criar identidade:
1. Análise pelas transações
2. Desenvolvendo modelos para descrever transações
(criar realidade através da comunicação)
3. Consciência para o contexto
4. AT – um modelo cibernético
5. AT – uma abordagem experimenal
6. Cultura de comunidade profissional (acceptance speech EATA award Blackpool 1988)
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Task and culture orientation in organizations
Cultural Problems
Result orientation
Cultural measures
Result orientation
time
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Tarefa e Cultura orientação em organizações
Problemas Culturais
Orientação para Resultado
Medidas Culturals
Orientado para Resultado
tempo
25 Institute for systemic consulting, Wiesloch (Germany) www.isb-w.de
TA – a professional culture
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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
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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
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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
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TA for the 21st century Principles to keep III
• encounter on an equal eye-level, respecting the others reality
• taking each other's autonomy and wisdom seriously, e.g. by use of contractual method
• confronting each other with the differences in perception and culture
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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
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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.
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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
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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
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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
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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
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