At Summiteers, we always pay attention to behavior in combination with content and process. All three of these aspects are indispensable because they reinforce each other. In an earlier article, we told you more about Conscious Leadership, one of the methods we use to work with behavior. In this article, I explains Arjen Verwer about Transactional Analysis as a powerful tool for discussing behavior.

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The power of behavioral methods

Behavior plays a crucial role in how we work together effectively. After all, delivering high-quality content through a tight process is not enough if effective collaboration is not possible. At Summiteers, we use various methods to discuss behavior. For example, we use them to create a common basis for constructive conversations about behavior. These methods were not devised by us, but are based on existing models that we strongly believe in and that we have used, tested and enriched over the years. In this article, you can read more about using Transactional Analysis as a behavioral method.

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Reflecting with Transactional Analysis

In short, Transactional Analysis is about people, communication, behaviors and change. It offers a number of different models that we use in our practice, such as the parent-adult-child model and the drama triangle. These models provide incredibly interesting insights for teams and managers. Indeed, across the axis of those models, you can begin to recognize and reflect on your own behavior and that of others. What was the effect of certain behaviors? What would have happened if you had shown different behavior? This enables you to come up with interventions to positively change behavior. In the rest of this article, we will further focus on the parent-adult-child model as part of Transactional Analysis.

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The Parent-Adult-Child model in a nutshell

One of the Transactional Analysis models that we use is the parent-adult-child (OVK) model. In short, the OVK model describes different “states” or ways of thinking, feeling and acting, also known as ego positions. The parent state includes learned behaviors and beliefs of parents or parental figures, the adult state involves rational and balanced thinking, free from old patterns, and finally, the child state is about behavior that is repeated from childhood. These states influence our interactions and how we approach situations.

Each of these ego states serves a purpose and has advantages and disadvantages. This model is about the fact that many behavioral patterns in the parent and child state automatically emerge from your past, without you being aware of it. This does not mean that these behavioral patterns are serving you well at that time and they can therefore stand in your way. The theory is that you only react to the here and now in the adult state, and are aware of what behavior is now useful to use.

Take, for example, the situation where a project is about to end and you discuss what is going on with a project team. Depending on the ego state you are in, this can cause quite different reactions:

1. In the “parent state” can be a pitfall, for example, to react punitively: “We need to replace the project manager right away, because apparently he doesn't have things in order.”
2. If “child state” can be a pitfall to go into complaining mode: “You see, I already sensed that this project was not going to work out. Yet another process where we are delayed. There's nothing I can do about this, right?”
3. In the “adult state” you see the opportunity to react without judgment, in this case, for example by asking questions: “What is the reason why the project may end? What else can we do about this? Who can help here?”

Another form of expression is that people in the workplace end up in annoying skewed dynamics due to old patterns. Take a dominant supervisor in a “critical parent” state interacting with an employee who is shooting at a child. This is not optimal for both of them. The manager becomes disappointed as he expects more from the employees, but slows down this employee's own initiative. In that state, the employee may feel demotivated and powerless. So in this situation, it makes sense to ask yourself what you can do to get back into a balanced, mature dynamic.

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Transactional analysis in practice

In practice, we like to use the OVK model at Summiteers when, for example, we encounter a manager who, due to a dominant and critical attitude, threatens to shut down a group process. According to change management, if you want to implement a strategy, it is important to do so with the equal contribution of the entire team. Commit together, make a plan together and achieve it together. If such a strategy becomes too much for the manager, the team no longer feels like the owner of the change process. To step from the critical parent into the adult role in this situation, it is good, for example, to sit on your hands much more, listen, ask in-depth questions and build on the input of others. In this way, you can ensure that, as a manager, you facilitate the group process in a constructive way.

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Three tips for getting started with Transactional Analysis

If we've made you curious about doing more with Transactional Analysis, we have a few more tips.

1. Dive into the world of Transactional Analysis

In fact, the first step is to become “consciously incapable” of your own behavior.

It then helps to know more about Transactional Analysis and the various interesting models that exist. For example, via this website. Write down your insights and note what you recognize about yourself.

2. Discuss your insights with others

The biggest blind spot is often yourself. That's why it can be incredibly interesting to share your insights with different people. Those people don't have to be close to you, quite the opposite. Share a model with a colleague, discuss it and give each other tips, for example by means of feedforward.

3. Share a Transactional Analysis model within a team session

As you become more familiar with Transactional Analysis, you can contribute a model during a session within your team. Explain a model and discuss your pitfalls (private or professional) in pairs and give each other tips. Then ask who wants to share their insights in the group. That really doesn't have to be tough. By sharing and increasing behaviors openly and honestly, you can actually laugh about it together in our experience.

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About Summiteers

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