The use of transactional analysis in business consulting: "In a light form about serious things"

“For the first time, I was asked so many questions!” Said the leader of the seminar, Marina Zmicerevskaya. "Incredibly useful and exciting activity!" - Students of the course wrote in social networks.

Master's program "Psychology in Business", as they say,  "mantains a high standard"." Therefore, it recruit specialists who are able to expand the palette of working techniques of business psychologists. This time it was about establishing communications within the company using transactional analysis.
What to do if a manager gives tasks “on the run” and then accuses his employees of being misunderstood? What work can a business psychologist do in this case? How to learn to recognize the hidden meaning of verbal manipulation? And how to react to them in order to stop the emerging conflict?
This was told by a psychologist, a member of the Russian branch of the European Association for Transaction Analysis, Marina Zmicherevskaya. Her motto: "In an easy way about serious!" The terms and theories of the teachings "came to life" in specific stories and real cases.
The emphasis was on practice. At the first stage, future masters learned to diagnose ego states. Then, recognize the types of transactions, "open" them, find the best way to communicate. We studied the types of transactions and practiced in determining their psychological meaning. We had a mini discussion on the topic of when, to whom and in what form it makes sense to give strokes and how this may affect productivity. Identified from which ego state to which type of employee it makes sense to apply to achieve the required level of motivation and learned to stop emerging conflicts with the help of transactional analysis. All material was based on practical exercises and specific work situations that are useful in corporate governance and in building strategic management. The course participants consolidated their knowledge by reviewing specific business cases.
Students, many of whom have several higher educations behind them and experience in working with managers of enterprises, have repeatedly issued interesting solutions. Hot discussions flared up.
As a result, instead of the planned three hours, four worked. But the participants of the educational process did not upset it, rather the opposite. And since there was not enough time, neither the trainer, nor the listeners made the decision obvious and mutual - repeat the meeting! Fortunately, the master's program takes into account the wishes of their students! So, familiarity with transactional analysis will continue!