英文原文
Teambuilding and Transactional Analysis (T.A.)
By Warren D Scott, Oakwood Learning Ltd
Transactional analysis (T.A.) is a model for understanding human personality, relationships and communication. It was developed by Eric Berne and has been growing from the 1960’s. To understand T.A. and how to use it in teams, you should first gain a basic understanding of the concepts. Because of the way in which T.A. focuses on behaviour in relationships with others, it becomes an excellent tool for team building. Overall T.A. looks at the dysfunctional patterns of behaviour in people and between people. In this sense, for team building, you can approach any event by looking for these patterns of behaviours, and working on these. The theory of T.A. outlines a number of these patterns of behaviours, and as the facilitator you will need an understanding of some of these patterns such as: Ego states, transactions, strokes, drivers, life positions, scripts, games, and the drama triangle. You do not need to know all of these, or to be an expert in any of them, but I would recommend spending some time reading any of the excellent books recommended at the end of this article, to have a basic understanding and some models to apply to the teambuilding. T.A. can be used in a number of ways: 1. As an overall approach to development (and thus to design events) 2. As an input on the event to help delegates 3. To enable you to become aware of group process 4. To enable you to intervene and develop group process 5. As a tool for your own development. 1. Using TA as an overall approach to development (used to design events). The aims of T.A. are for teams and individuals to achieve a number of things. These are awareness, spontaneity, intimacy and the ability for people to take responsibility for themselves. Awareness is the ability to see things as they really are, not only having the experiences through our own 'filters' or interpreting them according to our own learnt beliefs and values. Spontaneity means the ability to choose from a full range of options in thinking, feeling and behaving, rather than just responding habitually time after time. Intimacy in T.A. terms means the ability to openly share feelings and wants between people. Becoming ‘cured’ is not a once and for all event. Rather T.A. sees it as a progressive learning to exercise new choices. This in itself involves experimenting with new behaviours and trying out new ways of working. All of the above can be built into the aims and design of the programme. A T.A. approach also builds strongly on the idea of contracting, and becoming very clear about what the team would like to change, often in specific behavioural terms. This contract would be detailed and very clearly agreed. All work taking place happens within this contract. 2. Using TA as an input. One of the key ways in which development takes place is by raising awareness. A good way of doing this is by giving the team members inputs or presentations on aspects of T.A. The beauty of T.A. is that the theory comes in sections, each of which can stand alone in its own right. As the facilitator, you can choose which of these theories to share with the group. Ego states, Transactions and Strokes tend to be the most commonly used theories as inputs to teams. By giving inputs to the team, you are giving them a framework which enables them to look at their own behaviour, and a common language by which they can jointly discuss and resolve issues. 3. Using TA to look at team process. Looking at the team process will be the most powerful way in which you will develop teams. T.A. is an excellent tool for this. The main question to ask yourself overall is "using the frameworks within T.A, what are the common patterns or dynamics of the team?" For example, what are the most common Ego states of this team? What Ego states are they in when they are not working effectively? What Ego states are not being used effectively or not being used enough? One of the aims of T.A. is to enable individuals and teams to be able to use all the Ego states equally as appropriate, and spontaneously. Therefore as a team-builder, your aim is to help the team develop a complete range of Ego states, and an ability to use these. ¬ What are the transactions between them, and how are these leading to poor communication? ¬ Your aim is to enable the communication in the team to be clear from transactions which lead to lack of understanding and ‘game playing’. ¬ What is the life script of this team and how is the team fulfilling negative parts of this script? ¬ Your aim is to let the team discover its unsaid script, identify which parts are preventing them from operating effectively, and to re-write their script in a way in which success is allowed. ¬ How is the team supporting and recognising each other by restricting its strokes? ¬ Your aim is to get the team freely recognising and rewarding the behaviours that will make them effective. As well as the above examples, all parts of T.A. theory can be applied to team process in this way, if you choose to. 4. Using TA to intervene in group process. The above understanding of group process will allow you to ask the question ‘what can I do to develop this team?’ One key way of doing this is by enabling the team to become more skilled and used to using a new or little used Ego state. You can do this by implementing exercises and interventions which encourage the group and individuals to use that Ego state. For example, with the group that uses little or no ‘free child’, you might give them exercises to allow them to be creative and spontaneous. Alternatively you can ‘model’ the Ego state that you are encouraging the team to use, allowing the team to learn directly from you. Another key way is to raise the group’s awareness of their patterns of behaviour, particularly their script messages. If they are not coming to these realisations themselves from exercise reviews etc., you can offer direct observations about what you notice about them. Another important part of the modeling process is to model transactions in the way you relate to the group. You can also pay attention to the transactions between members of the group, and ensure that these are complementary transactions, and not ulterior transactions, by asking people to re-state the comment in a way which is a complementary transaction. The group will learn from what you model, particularly if you explain to them what you are doing and why. Overall you may notice an individual’s life positions, and provide interventions to enable them to be in an O.K - O.K. position. After you have learnt a part of T.A. theory, ask yourself how you could apply this to the team situation. I would encourage you strongly to work out your own exercises to use Ego states. Using TA to design exercises. Here are three possible exercises to explore and understand Ego states: A. Draw an Ego gram. This is a bar graph in which each bar represents an Ego state. The delegates draw each bar according to how much time they spend in each Ego state. This gives them information to discuss and plan for how they can develop other less used Ego states. B. In role plays. Get the role player to act into each Ego state. So for example, they may do the role play in parent, and then try parts of it in child or adult. What this does is let them practice using different Ego states, and experience the effect of each. It tends to be a very powerful exercise. C. Acting the part. Give teams the task of preparing an informal presentation (any topic will do, but it works better when it is related to T.A.). They then have to present back in a particular Ego state. For example they may do the presentation in ‘Free Child’. This gives them an understanding of Ego states in practice, not just theoretically. 5. Using TA as a tool for your own development. In what ways are your own patterns of behaviours driving or affecting the way you are working with the team? For example, do you particularly want the client team to be happy? If so are they hooking into your 'please me' driver? Or in your transactions what do you encourage or allow the team to be? All the theories of T.A. can be applied to you, and the interaction with the group will reflect this. In this sense then, it is an excellent way of looking at and working on your own development. Summary. Transactional Analysis is one approach to teambuilding. It offers a structured, clear and easily understood approach for trainers and facilitators. It can be used as an overall approach to development and change in teams, or as individual theories and frameworks for looking at teamwork. It is therefore very useful and highly appropriate for the team builder. However, I would say that if you plan to use this approach, it is essential that you have some background knowledge on the topic before using it. The books listed below are excellent and easily readable. Further Reading. T.A. Today - Ian Stewart & Vann Joines, 1989 Sage publications. Transactional Analysis: A practical handbook for managers and trainers - Ron Clements 1990 Insight Training Ltd. Transactional Analysis for Trainers, McGraw Hill 1995.
中文翻译
团队建设与沟通分析（T.A.）
作者：Warren D Scott，Oakwood Learning Ltd
沟通分析（T.A.）是一种理解人类个性、关系和沟通的模型。它由Eric Berne开发，自20世纪60年代以来不断发展。要理解T.A.及其在团队中的应用，您首先应掌握基本概念。由于T.A.关注人际关系中的行为，它成为团队建设的绝佳工具。总体而言，T.A.审视个人之间和人与人之间的功能失调行为模式。从这个意义上说，对于团队建设，您可以通过寻找这些行为模式并加以改进来处理任何事件。T.A.理论概述了许多这些行为模式，作为促进者，您需要理解其中一些模式，例如：自我状态、交易、安抚、驱动力、生活位置、脚本、游戏和戏剧三角。您不需要了解所有这些，或成为任何方面的专家，但我建议花时间阅读本文末尾推荐的优秀书籍，以获得基本理解和一些可应用于团队建设的模型。T.A.可以通过多种方式使用：1. 作为发展的整体方法（从而设计活动） 2. 作为活动中的输入以帮助参与者 3. 使您能够意识到团队过程 4. 使您能够干预和发展团队过程 5. 作为您自身发展的工具。1. 将TA用作发展的整体方法（用于设计活动）。T.A.的目标是让团队和个人实现一些事情。这些是意识、自发性、亲密感和人们为自己承担责任的能力。意识是看到事物真实面貌的能力，而不仅仅是通过我们自己的“过滤器”体验或根据我们学到的信念和价值观解释它们。自发性意味着在思考、感受和行为中从全方位选项中选择的能力，而不是一次又一次地习惯性回应。在T.A.术语中，亲密感意味着人们之间公开分享感受和需求的能力。“治愈”不是一劳永逸的事件。相反，T.A.将其视为逐步学习行使新选择的过程。这本身涉及尝试新行为和试验新工作方式。所有这些都可以纳入计划的目标和设计中。T.A.方法还强烈基于契约理念，并非常清楚地了解团队希望改变什么，通常以具体行为术语表达。这个契约将详细且明确同意。所有工作都在此契约内进行。2. 将TA用作输入。发展的关键方式之一是提高意识。一个好方法是通过向团队成员提供T.A.方面的输入或演示。T.A.的美妙之处在于理论分为多个部分，每个部分都可以独立存在。作为促进者，您可以选择与团队分享哪些理论。自我状态、交易和安抚往往是最常用的理论作为团队输入。通过向团队提供输入，您为他们提供了一个框架，使他们能够审视自己的行为，以及一种共同语言，通过这种语言他们可以共同讨论和解决问题。3. 使用TA审视团队过程。审视团队过程将是您发展团队的最有力方式。T.A.是这方面的绝佳工具。总体要问自己的主要问题是“使用T.A.内的框架，团队的常见模式或动态是什么？”例如，这个团队最常见的自我状态是什么？当他们工作效率低下时，他们处于什么自我状态？哪些自我状态未被有效使用或使用不足？T.A.的目标之一是使个人和团队能够平等且自发地使用所有自我状态。因此，作为团队建设者，您的目标是帮助团队发展全面的自我状态范围和使用这些状态的能力。¬ 他们之间的交易是什么，这些如何导致沟通不畅？¬ 您的目标是使团队中的沟通清晰，避免导致误解和“游戏”的交易。¬ 这个团队的生活脚本是什么，团队如何实现脚本的负面部分？¬ 您的目标是让团队发现其未明说的脚本，识别哪些部分阻碍他们有效运作，并以允许成功的方式重写脚本。¬ 团队如何通过限制安抚来支持和认可彼此？¬ 您的目标是让团队自由认可和奖励那些使他们有效的行为。除了上述例子，如果您选择，T.A.理论的所有部分都可以以这种方式应用于团队过程。4. 使用TA干预团队过程。对团队过程的上述理解将使您能够问“我能做什么来发展这个团队？”一个关键方式是使团队更熟练并习惯于使用新的或很少使用的自我状态。您可以通过实施鼓励团队和个人使用该自我状态的练习和干预来实现这一点。例如，对于很少或没有使用“自由儿童”的团队，您可以给他们练习，让他们变得有创造性和自发性。或者，您可以“示范”您鼓励团队使用的自我状态，让团队直接从您那里学习。另一个关键方式是提高团队对其行为模式的认识，特别是他们的脚本信息。如果他们自己没有从练习回顾等中意识到这些，您可以提供关于您注意到什么的直接观察。示范过程的另一个重要部分是在您与团队互动的方式中示范交易。您还可以关注团队成员之间的交易，并通过要求人们以互补交易的方式重新陈述评论，确保这些是互补交易，而不是隐蔽交易。团队将从您的示范中学习，特别是如果您向他们解释您在做什么以及为什么。总体而言，您可能会注意到个人的生活位置，并提供干预使他们处于OK-OK位置。在您学习了T.A.理论的一部分后，问问自己如何将其应用于团队情境。我强烈鼓励您设计自己的练习来使用自我状态。使用TA设计练习。以下是三个可能的练习来探索和理解自我状态：A. 绘制自我图。这是一个条形图，每个条形代表一个自我状态。参与者根据他们在每个自我状态中花费的时间绘制每个条形。这为他们提供了信息来讨论和计划如何发展其他较少使用的自我状态。B. 在角色扮演中。让角色扮演者进入每个自我状态。例如，他们可能在父母状态下进行角色扮演，然后在儿童或成人状态下尝试部分内容。这让他们练习使用不同的自我状态，并体验每种状态的效果。这往往是一个非常强大的练习。C. 扮演角色。给团队准备非正式演示的任务（任何主题都可以，但当与T.A.相关时效果更好）。然后他们必须以特定的自我状态进行演示。例如，他们可能在“自由儿童”状态下进行演示。这让他们在实践中理解自我状态，而不仅仅是理论上。5. 将TA用作自身发展的工具。您自己的行为模式如何驱动或影响您与团队合作的方式？例如，您是否特别希望客户团队快乐？如果是，他们是否触发了您的“取悦我”驱动力？或者在您的交易中，您鼓励或允许团队成为什么？T.A.的所有理论都可以应用于您，与团队的互动将反映这一点。从这个意义上说，这是审视和致力于自身发展的绝佳方式。总结。沟通分析是团队建设的一种方法。它为培训师和促进者提供了结构化、清晰且易于理解的方法。它可以用作团队发展和变化的整体方法，或用作审视团队合作的个别理论和框架。因此，它对团队建设者非常有用且高度合适。然而，我要说的是，如果您计划使用这种方法，在使用前具备一些背景知识至关重要。下面列出的书籍优秀且易于阅读。进一步阅读。T.A. Today - Ian Stewart & Vann Joines, 1989 Sage publications。Transactional Analysis: A practical handbook for managers and trainers - Ron Clements 1990 Insight Training Ltd。Transactional Analysis for Trainers, McGraw Hill 1995。
文章概要
本文介绍了沟通分析（T.A.）在团队建设中的应用，强调其作为理解人际关系和行为的模型。文章概述了T.A.的核心概念，如自我状态、交易和脚本，并详细说明了五种使用方式：作为整体发展方法、输入工具、团队过程审视、干预手段以及个人发展工具。结合关键词“电竞教练和团队建设”，文章展示了T.A.如何帮助电竞团队提升沟通、自发性，并通过练习如自我图绘制和角色扮演来优化团队动态，促进教练和队员的共同成长。
高德明老师的评价
TA沟通分析评价：文章展现了T.A.在团队建设中的强大应用潜力，特别是通过自我状态和交易分析，帮助团队识别行为模式，这体现了对人际互动的深刻洞察。团队能够利用这些框架提升沟通效率，未来在电竞等高压力环境中，这种结构化方法有望促进更和谐的团队氛围和更高的协作水平。
焦点解决心理学评价：文章聚焦于团队的目标达成和积极改变，例如通过契约设定和练习设计来增强自发性与亲密感，这符合焦点解决强调的解决方案导向。团队在应用T.A.时展现出对未来的积极展望，如重写脚本以实现成功，这种目标视角有助于电竞团队在比赛中保持专注和适应性。
佛学专家角色评价：从佛学角度看，文章倡导的意识和自发性与正念修行相通，帮助团队超越习惯性反应，看到事物真实面貌。这种对内在模式的觉察，类似于佛学中的自我观察，能促进电竞队员在压力下保持平静，未来可能引导团队走向更深的自我理解和集体智慧。