/Keeping the Tao Torch Alight: Berne After Reading
Keeping the Tao Torch Alight: Berne After Reading2018-05-16T11:27:22+00:00

Kindle Book – Keeping the Tao Torch Alight: Berne After Reading

Using state-of-the-art articles on the theory and application of transactional analysis in organisations, you can learn how to develop leaders using the hero’s journey, how to create commitment and positive culture, and how to understand how to work with scripts and roles through coaching. Six internationally-acclaimed authors share their methods for implementing change with leaders, teams and businesses.

The first in the Intact series of organizational TA books, Keeping the Tao Torch Alight: Berne After Reading is a co-creation of some of the presenters at the Montreal Organizational Symposium in 2010. Each article offers a unique contribution to organizational transactional analysis.

Sari van Poelje’s article is about your hero’s journey. Within transactional analysis script is depicted as a drama, often leading to a negative pay-off. However scripts are as much our success stories as our dramas. In this article we will explore script as a hero’s journey, a transformational path leading to positive pay-offs Understanding the twelve steps of this journey, can lead to a meaningful reinterpretation of your life.

Nelly Micholt’s article is on organizational roles. Role flexibility has become essential for organizational survival. A role is a set of behaviours and attitudes linked to a certain position in asocial interaction. People in organizations occupy multiple roles simultaneously – formal positional roles, informal persona’s and personal ego state roles. The context activates our role ranking and influences the outcomes of our transactions. In this article we explore the concept of role diamond, its many facets and pathologies. Understanding our role diamond helps activate the appropriate role in interaction with others.

Jacues Moreau’s article gives a mythological view of group script. Unconscious group myths influence the strategic,commercial, financial and professional behaviours of group members. In this article we explore the three levels of myth, from the founders myth, to the identification myth to the myth of hope that gives direction in a group. These myths provide an optimal solution to the dilemmas of individual, collective and environmental positioning. In this article several methods to work on the group myths are explored.

Lucy Freedman’s article is on changing the organisational culture to an OK organization. A radical concept in transactional analysis is that people are fundamentally OK, even if their behaviour may not always be OK. Ideally an organizational culture supports the sense of OK-ness of its members. In this article we explore factors that help and hinder OK-ness at the individual,interpersonal and group level. Understanding the importance of contracting,feedback, and trusting leadership will enhance the OK-ness in your organization.

Valerie Redman’s article is on commitment in organizations. Commitment simply means being involved, doing the best you can and following through. Nowadays there is often under commitment leading to indifference or over commitment, which can lead to burnout. Affective commitment makes an employee more performing. In this article a 7C assessment tool for affective commitment provides a quick evaluative tool.

Sandra Wilson’s article is on TA psychodynamic coaching.Coaching is an insight and action oriented developmental intervention to help a client become more effective in their environment. In this article we will explore a TA psychodynamic approach to coaching, with a focus on the link between unconscious inner world and the conscious external behaviours. Linking the conscious with unconscious awareness makes the results of coaching sustainable.

These articles will give you an innovative perspective on transactional analysis in organizations,providing new concepts to make sense of organisational structure and dynamics.

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