Structural Constellations

This one-day workshop introduces participants to the endlessly fascinating method called constellations. It leads into a full training programme on the use of structural constellations.

A constellation is a physical representation of a mental image. It is the ‘situation in the mind’ of the ‘focus’ (the person who has described the situation). This physical constellation (mental image) consists of individuals or objects who take the part of the individual elements of the situation.

Structural constellations differ fundamentally from Hellinger’s family constellations. Sparrer and Varga von Kibed, who independently of Hellinger developed ‘systemic structural constellations’, focus on the structure of questions (dilemmas, etc) without interpretation or major intervention. This means that the form of the situation described (e.g. a dilemma) is the point of departure, and a solution or an answer is the outcome.

A typical constellation begins with a conversation between the host and the client. Following this, the host suggests the structure of the constellation, with its major and minor themes. The client chooses someone to represent her / him (the ‘focus’), and then chooses other people to represent the themes (the ‘representatives’). After the initial placing, the representatives find that they speak,  move and interact as the constellation unfolds and develops its own dynamic. The client sits and watches.

Participants in this one-day workshop can expect to finish the day able to

differentiate between story and structure.

know how to listen carefully for the individual themes in the issue

work with one person on a question, using constellations to develop an answer.

Process:

Admin, introductions and check in

Working agreement and overview

Some theory (eg. placing representatives, echoing, giving phrases, types of structures)

One large group constellation

Further theory and discussion

Working 1-to-1 using constellation theory (using objects)

Sharing individual and group learnings.

Contact Colin for more information and if you have any burning questions. 07770 393 797

Training fee: £150 +VAT, venue: London N1, date: 23rd April 2012, times: 9 sharp to 5, book through kelly@coachingchanges.co.uk

Transactional Analysis 101

Colin Brett TSTA (O) and Karen Pratt (P)TSTA (E)

21^st & 22^nd April 2012            London N1            £245+VAT

Booking: kelly@coachingchanges.co.uk, info (from Colin): 07770 393 797

Transactional Analysis (TA) is a theory of human development, personality, and communication. It has concepts that can be learned and applied as tools for personal and professional growth and change.  The underlying philosophy is one of mutual self-respect, caring and a belief in peoples’ ability to be responsible think for themselves and make their own decisions.

TA theories and models are easy to understand and use, and can be related to:

• Personal development
• Working in teams and groups
• Attitudes to self and others, building self esteem
• Positive communication in social and professional spheres
• Learning and transformation

The 101 Course is the officially recognised Introductory Course in TA. It covers an internationally agreed syllabus including the full range of TA concepts and shows how these can be applied in social, family, educational and organisational settings.  Participants in the 101 Course receive a 101 Verification Certificate and then qualify to apply for regular membership of the International and national Transactional Analysis Associations.

This course has been awarded 12 CCEs by the ICF

The following subject areas will be covered on the programme:

Contracting: Contracting helps to develop in-depth working relationships and agreements which promise positive outcomes. When contracting is well done, it evens the path for future co-operation, and often even does half the work at the beginning of the task. This knowledge, and skill in using it, underlies a successful outcome to any project. Learn the importance of the psychological contract with the organisation and individual clients, as well as the psychological distances that can develop.

Personal styles / Ego States: These five modes of being can be seen as our personality, those parts of us which we took on from others, those parts which we have developed ourselves and that part which is a clear response to the here-and-now. Developing our Integrating Adult will enable us to live in an authentic, congruent way as potent people, and enable our clients to do likewise.

Creating Relationships / Transactions: This subject examines how we communicate, and offers alternatives for coaching styles to match the individual styles of our coaches.

OKness: This foundation stone is about our attitudes and behaviours. The four possibilities of I’m OK – You’re OK, I’m not-OK – You are OK, I’m not OK – You are not OK and I’m OK – You’re not-OK have a clear bearing on how to lead others, and how we and other people can change our position from one of these to another.

Recognition / Stroking: Strokes are like energy. We need some to get us going, and yet people have different likes and preferences.  For anyone working with people, this is a fascinating exploration about what stroking patterns there are, and what myths rule the ways we give and take them. Successful coaches tend to use the right strokes to motivate clients and develop their self-esteem, and coach from a position of noticing what goes well and where the strengths of the client lie.

Time structuring: Before people can work together, they need to go through a process which brings them closer to each other before the real work can begin. Time structuring outlines these stages, and suggests how a leader needs to behave at each.

Script: This is about how our minds work; we can also compare it to our programming or our own software. This subject tells us about how we became who we are, and also invites us to reconsider and maybe to change our mind and create a new lifeplan. Behavioural change with the added awareness of the beliefs that underpin behaviour, result in more sustainable change for our clients.

Working Styles / Drivers: These explain how people do things, and why, in teams and groups, we get on with some people better than others. This piece of TA is very useful for understanding the ‘hows’ as well as the ‘whys’ behind our behaviour, and also offers options for change. Awareness of our working styles as coach explains our different experiences of working with people.

Minimising / Discounting: This is about how we get stuck, fail to find solutions or otherwise don’t manage to solve problems. When we recognise how we do this, we can learn to account and develop potential, rather than overlook it. Noticing the discount empowers our clients to begin accounting.

Dramas / Games: When people come together, things sometimes go wrong. In fact, sometimes we even recognise patterns that seem to repeat themselves, where most of the players end up feeling bad in some familiar way. When we know our patterns, and what pulls us in, we can disengage, and thus communicate more cleanly and effectively.

Change as an evolutionary process: The cycles of development model explains the natural cycle of growth and development in our lives and the tasks and needs of each stage. The competence curve gives leaders skills in how to cope with change in themselves and their team.