Emerging Change

A New Transactional Analysis Frame for Effective Dialogue at Work

Bibliographic Data

ID20178717
AuthorsMadeleine Laugeri (Schlumberger (Ireland), corresponding author)
Year2020
Volume50
Issue2
Pages143-159
Publication date2020-04-02
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueTransactional Analysis Journal (JOURNAL)
Journal identifiersISSN: 0362-1537 • E-ISSN: 2329-5244
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.1080/03621537.2020.1726660
OpenAlexW3012515109
LanguageEN
Citations received2
References cited13

The author presents a model called emerging change, which helps optimize the stroke economy in working and educational environments. It provides a global vision of human systems dynamics to develop optimum communication and learning conditions in a group in order to increase its performance. The model proposes three levels of contracts: the vision contract, the mission contract, and the cooperation contract. Each refers to a specific type of dialogue that occurs across the three organizational boundaries of a complex group: external, major internal, and minor boundaries. Working with these contracts helps position the group membership and the leadership in an OK/OK partnership. At a time when managers are striving to develop organizational performance and employees are seeking meaning in their work, the emerging change model fosters human relations, thereby leading to better collective performance through increased cooperation, autonomy, and emotional comfort

Autonomy · Business · General partnership · Knowledge management · Political science · Psychological contract · Public relations · Sociology · Transactional analysis · Transactional leadership · Computer Science · Leadership, Human Resources, Global Affairs · Organizational Management and Leadership · Psychology · Social Psychology · Transactional Analysis in Psychotherapy

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