This is the second paper of three and describes an investigation into the way that executive coaching as a growing field of organisational development can be based on transactional analysis theory and methods.
Previous research has found that participants in redecision marathons experience increased personal growth and improvements in psychological well-being (McNeel, 1982;Noriega-Gayol, 1997;. In this article, the authors conducted a quantitative analysis based on the use of the Ryff Scales of Psychological Wellbeing to determine whether participants (n=49) at an executive coaching redecision marathon would experience an increase in psychological well-being. The findings show statistically significant improvements in psychological well-being overall, and specifically within the sub-scales of autonomy, environmental mastery, personal growth and self-acceptance, suggesting that redecisionbased workshops are effective for improving subjective psychological well-being.
In the authors’ experience, it has often been difficult within the transactional analysis community to work through conflict in a way that invites development and growth. Based on the awareness that a conflict is cocreated by everyone involved, this article explores tendencies that affect ways in which conflicts are and are not addressed effectively within the transactional analysis culture, resistance within the community to conflict in general, and a possible love or benevolence racket at work. Consideration is also given to the way that Eric Berne as the Euhemerus of transactional analysis may have handled conflict, and suggestions are offered for further research and reflection.
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