What Is Good Practice?

Good practice is based on beliefs, values and opinions, from which ethical behaviour stems. The dictionary definition of ethics is: philosophical study of the moral value of human conduct and of the rules and principles that ought to govern it. (The New Collins Concise English Dictionary).

Given the current issues surrounding MP's expenses in the UK, now is a very good time for those of us working in organisations to consider our own ethics.

There are few references to ethical behaviour in the management and organisational literature. Many refer to the values an organisation may hold, but not how these translate into action. This may be partly due to the fact that consultants and those working in organisations come from a variety of educational and professional backgrounds where these may not have been considered.

For example, if an organisation uses as its mission statement "We value people", how will that organisation find ways of demonstrating this? What are the implications for that organisation when this is not demonstrated?

The belief system is an important part of TA. There are many people who know the theoretical TA concepts but do not put the underpinning philosophy into practice, thereby making their actions and theoretical knowledge incongruent.

Beliefs are often unconscious patterned thinking processes and may, therefore, be hard to identify. The need to make meaning, find causes or maintain our identity, guides our beliefs, which by their nature, are not necessarily related to facts, even though we may act as though they are.

Our beliefs will effect how we behave, and our beliefs are part of our identity. Changing either our beliefs, or how we view ourselves will effect our actions. This will include who we work with and how we work with them.

There are some values that are deeply rooted and global and some that are dependent on circumstances. Organisations which have alignment of shared values increase employee commitment, confidence and achievement.

Codes of Ethics

The European Association of Transactional Analysis (EATA) and the International Transactional Analysis Association (ITAA) have Codes of Ethics to which all members of those organisations agree to adhere to. This offers clients a measure of protection.

The ethical considerations for those working in organisations can be ambiguous and as such are not always sufficiently addressed by either the national or international bodies. Those of us using TA in organisations need to develop our Adult awareness about our own ethical principles.

Awareness of three cornered contracting (English, 1975) is necessary as consultants have contracts with the commissioning agent as well as course participants. It is these relationships which can create the ambiguity. A one to one contract is not usually the case for an organisational consultant which means that these relationships can be complex and sometimes confusing, which has implications for boundary setting. It is therefore "........vitally important that the consultant have clear, conscious, and consistent ethical standards" (Garfield 1993).

References:

Dilts R., Hallbom T, & Smith S. (1990) Beliefs. Pathways to Health and Well-being.
English F. (1975) Three-Cornered Contract TAJ 5:4
Garfield V. (1993) Ethical Principles for Work in Organisations TAJ 23:2
van Hauen F. Kastberg B, Soden A (1999) Dare to Kiss the Frog

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Mountain Associates train others both nationally and internationally as well as facilitate open workshops on Transactional Analysis including Developmental/Organisational TA. Please contact us for further details: www.mountain-associates.co.uk