Evaluating transactional analysis as a change strategy for organizations

Abstract

Transactional analysis (TA) as a strategy for change in organizations appears to be enjoying a period of renewed interest. The extent of its use is sufficient for a substantial evaluation. Attempts at evaluating TA training appear rarely in the organizational/management literature. Reports the findings which have appeared so far; these findings are generally supportive, though studies are frequently based on small sample sizes. Significant findings have been produced in the areas of departmental efficiency, improvements in group processes and increases in empathetic discrimination and internality of control.