Workshops & peer groups
Group formats for companies and teams, run on the same contract method as the individual work: explicit agreements, work on the participants' real situations, and protection fixed in advance — in team work, the employer never receives individual material. A group is a working instrument, not an event: each format below has its own contract, its own material and its own sign of result. Groups open when a cohort forms — join the waitlist for the format you need, and the start is agreed with the group itself.
Peer group for leaders
6 meetings × 120 min, 6–10 people
A structured group of business people, each working on their own work contract — a decision, a role, a conflict. A peer group gives the mirror no organisation can: people at your level, outside your company's folklore, read your situation without protecting you. Transactional Analysis gives the group a common language — ego states, games, drivers — so feedback describes behaviour and offers a way forward, never a verdict on the person. The group works as equals, without hierarchy; individual material stays inside the group, protected by the group's own contract.
You receive: six 120-minute meetings; your work contract formulated in the group and reviewed against your real episodes; and a mirror of your pattern from peers at your level — the reading your own organisation cannot give you
Brief: the agenda for the six meetings and a handout for each — the model we work with and your contract worksheetExample: your work contract for the six meetings fits on one page — and the group checks it with you
TA basics for teams
4 × 90 min
The working minimum of Transactional Analysis for a team that wants a common language for what happens between people. Four meetings: ego states — and how a meeting derails when Controlling Parent meets Adapted Child; transactions — parallel, crossed and hidden — and their price in time and trust; strokes and recognition as a managed resource, with a profile the team can change deliberately; the five drivers — Be perfect, Be strong, Please others, Try hard, Hurry up — and what each one costs the team's deadlines. Every meeting works on the team's own material: real agenda items, real messages, real conflicts.
You receive: four 90-minute meetings; your team's driver map — who runs on which command and where they collide; and written rules of exchange for the team: how feedback is given and how recognition is distributed here
Brief: the workshop agenda and a handout — ego states, transactions and strokes on examples from team lifeExample: the team has one shared language for its difficult conversations
Stop rescuing and blaming at work
2-hour team workshop
One workshop on the most expensive communication in projects: the drama triangle. The team maps its own rotation on real recent episodes — who rescues the deadline at midnight, who is the client's Victim by lunch, who persecutes by evening — and sees that the roles rotate while the result stands still. The exit is not a better role inside the triangle; it is stepping out of it: the hidden message made discussable, and a direct contract in plain words — what I do, what I do not do, how I ask for help.
You receive: a two-hour workshop on your team's own episodes; the team's triangle map — the rotation, named; and the exit contract: direct Adult requests instead of rescue and blame, agreed in the room
Brief: the 2-hour workshop agenda and a handout — the three roles of the triangle and how to step outExample: the team spots the Rescuer move in a live meeting — and names it without blame
Newcomers: working in a Canadian team
3 × 90 min
Three meetings for professionals rebuilding a working life in a new country. The TA frame reads the move without pathos: the roles you held are gone, the Adapted Child says yes to everything, and an inner critic compares every day with the status you had. The project frame treats the next twelve months as a project: milestones, risks, contacts — and the role map of the Canadian team you are entering: what is said directly here, how agreements are contracted, how feedback is given and received. Status is rebuilt the way a project is rebuilt: in stages, with criteria.
You receive: three 90-minute meetings; a 12-month career plan run as a project — milestones, risks, contacts; and the role map of working in a Canadian team: roles, directness, contracting, feedback
Brief: the meeting agenda and a handout — roles in the new team and your adaptation planExample: your first 90 days in the Canadian team are written as a plan — steps, contacts, dates