The document discusses organizational transactional analysis and organizational consulting. It describes diagnosing organizational structures, processes, and elements. It also discusses understanding organizational dynamics, organizational consulting models, and advanced role management. The document is authored by Dr. Thomas Steinert, an expert in organizational transactional analysis.

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
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2. My Question
Are Organizations good?
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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 don't 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.
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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?
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5. Our Learning Agenda As A Transactional
Analyst
Change Management
needs
organizational thinking
and
real understanding…
… on three levels simultaneously /
interlinked …
Organization - Roles - Individuals
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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 in
Functional organizational Consultancy
Elements
ProjectArchitectCoach
Process Negociator
Thinking 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
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7. Structural interventions Need A ‚Reverse'
Direction Diagnosis
Organization
Markets
Organizational
Dynamics
Strategy Structure
Business Learning and
Culture Psychological
Processes
Processes
Attention TA approaches
People
2011 Günther Mohr • Individual so far
and Organisational TA for the People - Groups
21st Century
Personnel
This approach supports business with effective people management
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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.
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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
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10. What Are ´Role Interventions´ ?
Organization Roles Person
Structures Role related Personel
Prozesses Interventions
Four interventions sectors  see role model
© 2011 Dr. Thomas Steinert • What Are ´Role Interventions´ ?
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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
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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
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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.
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14. My Question
Are Organizations good?
… and how does your attitude
behind your answer influence
your work?
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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
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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
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17. Dr.Thomas Steinert: Experiences And
Background
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 Hannover
Nur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag

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 Hannover
Nur für den persönlichen Gebrauch bestimmt Tel. 0511. 33 11 23 Fax 33 11 24 www.mt-berater.ag