Contracts

Work with TA - in whatever field it is - is always based on contracts, which means that the TA practitioner and the client are equally responsible for achieving whatever changes the client want to make and for the outcome of the work they do together.

The aim of contracting is for each party to be clear and to agree about the goal of the work (counselling, coaching, therapy....) and also clear abut how the task will be shared.

The client will name what she/he wants to change and is willing to do to make this possible and the TA-practitioner will confirm that he is willing and professionally competent to work with the client on this issue.

Contracts require mutual consent, valid consideration and the parties have to have the necessary competencies.

The contract also includes formal agreements about confidentiality, and payments.....

Tony Tilney defines: "contract a negotiated agreement between the client and the therapist or counsellor. This may refer to business, process or outcomes. Transactional Analyses is a contractual method; it stresses the importance of openness, clear communication and mutual respect." (Dictionary of Transactional Analyses 1998)

Planning for Change leads to contracts...

Making contracts helps to avoid psychological games, to establish a equal and respectful professional relationship, to plan the working process and to evaluate the process and outcome of counselling and coaching.

Contracting questions are:

What do you want to change?
What specifically are you wanting to change now?
What needs to happen for you to make this change?
What are you willing to do in order to make this change?
How might you sabotage yourself?
How will you and I know when you have made the change?
How will you reward yourself for making the change?

(Credit to M. James "Born to Win" 1976)

Example:

The leader of a team in a social institution ask you to coach her, because she has difficulties with her staff and problems to carry out necessary reforms, her first idea is that you should do something to solve her problem.

Further exploration makes obvious that she do not take her leader role and avoid to show authority.

Reflecting with her on the process and asking contracting questions you agree the following contract: "I want develop a constructive style of leadership and lead my staff potently. We will know that I have changed when the necessary reforms get established and carried out".

You agree that as the coach you will - analyse the current situation - organise a 360 degree feed back - explore with her resources and lacks and relevant issues and based on the results work with her on personal issues, train her skills.......

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THE END Notes by Uta Höhl-Spenceley and Dave Spenceley TSTAs

Yorkshire Training Centre