Since working with organizations means working with living systems, it is essential to have a map-that is, a conceptual framework-that deals with such systems. Various concepts of constructivism and other systemic approaches provide such a metaconcept. This article summarizes seven key issues that relate to systemic and constructivist approaches and considers how they interface with transactional analysis. Case material is used to illustrate these key issues, and readers are invited to consider how they would deal with the situation as a consultant. The final section offers a practical recommendation for systemic work with transactional analysis on three levels within the context of organizational consulting.

The term "organizational culture" is defined as the personality of an organization. This article describes a model for diagnosing organizations that uses the concept of ego states, especially Orienting Parent, Nurturing Parent, and Child. Case examples show how this model can be used in the first contact phase of the consultation process to define learning needs and to establish initial intervention strategies. It is suggested that by using this model, unnecessary irritations in the client's system can be avoided and essential patterns in its culture can be recognized, thus leading to a more reliable and effective consulting process.

This article considers the phenomenon of responsibility, particularly in organizations, and focuses on ways to establish dialogues on responsibility as an essential part of organizational culture. Dimensions of responsibility are differentiated, and the idea of a system of responsibility is explained. The concept of symbiosis is revisited and described as a disturbance in responsibility systems in organizations. Finally, dealing with symbiotic relationships and developing a culture of responsibility through prevention and corrective confrontations is suggested.

This article outlines the application of the assessment- analysis-action model (the 3A model) and three- dimensional OKness to create clear contracts and interventions. The key theme of the case study with a youth offending service team concerns the development of a clear identity within a merged organization based on OK relationships.

This article uses Eric Berne's (1963) theory of groups and organizations to consider the various levels at which an organizational crisis can occur. Case examples illustrate options that consultants can use when intervening in intense emotional, if not conflictual, organizational situations. Both the role and the stance of the transactional analysis consultant are considered.

This article shows how the use of transactional analysis in organizations can improve performance. The author views organizations as living organisms. To Berne's description of boundaries (membranes) in organizations, the idea of a "skeleton" and "organs" is added to create an integrative diagram that can be used to understand the factors that contribute to improved performance. Two case examples demonstrate use of the diagram as well as classic transactional analysis concepts in organizations. Finally, the author describes five key elements that increase the likelihood of the success of an intervention aimed at improving performance.

This article discusses some aspects of transactional analysis theory that are also part of executive coaching principles and how they may reinforce each other to enhance the effectiveness of transactional analysis in organizational settings and the executive coaching process. A new model, transactional executive coaching, is suggested.