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Introduction
The work of Eric Berne (1963) on the structure and dynamics of groups and organizations
1
illustrates the behaviour of groups of human beings and help understand the different elements
that are in play. The article of Elliot Fox2 provides a representation of the concepts and show
how they can be related one with another through the so-called “Fox diagram or model”. That
model has been re-used by a number of Transactional Analysts, and I have had the chance to
study it with Gilles Pellerin (TSTA-O), Jacques Moreau (TSTA-O), and Patrick Fosset (CTA-O).
From the first time I was exposed to it, I realized how incredibly powerful it is and I have been
impressed by the synthesis of systems that it offers.
After 5 years using the Fox diagram in my practice, I wanted to share my experience using this
model in establishing diagnostics and conducting interventions to support change within systems.
My working hypothesis is that there are multiple phenomena taking place at the same time
within a group, which makes their observation and the intervention of external consultants
and/or by group members quite complex. I therefore propose to visualize these different levels,
starting from the Fox Diagram, and adding a perspective in 3 dimensions, integrating the work of
Madeleine Laugeri (PTSTA-O) and of Jacques Moreau (TSTA-O). The system then becomes multi-
dimensional.
For more information, please refer to the article of Elliot Fox in reference.
This first view allows us to define structural elements that are necessary for the proper
functioning of the group. From this first dimension, it can be useful to verify:
Example below : this structure contains more members in the leadership part than in the
production team. The canon is almost inexistent (absence of rules and objectives) whereas the
work to be performed is large in size. The incoherence between the 4 pillars of this structure
leads to a real production issue, no precise framework and an obvious lack of resources. The
survival of this structure is at stake.
In this first version of the dynamic diagram, the 4 columns are viewed as 4 pillars supporting the
structure. This allows to show the flow of energy from the outside (the environment) towards
the inside (the group or organisation), going through the 4 pillars and transforming itself to be
given back to the environment. This cycle represents the life of the system, based on the laws of
elementary physics of energy transformation:
Another element that can impact this energy is the distance between the 4 pillars themselves
and between them and the environment. The challenge for the system is to establish the
appropriate distances that are necessary to ensure its survival against the environment. The
right balance is specific to each system, and can be found in the distance between each pillar
that is adequate to appropriately respond to the pressure from the environment.
Nr Description Example
The objective is therefore to find the right distance to allow for an optimum fluidity in the flow
and transformation of energy, in line with the requirements of the environment.
When integrating the work of Madeleine Laugeri on Emerging Change3, this gives the following
representation of the flow of energy between the pillars in 2 dimensions. This representation
highlights 3 touch points or zones of contact (the 3 contracts of Madeleine Laugeri) that are
necessary for the survival of a system :
A. The energy of Planned Change. Coming from the authority of the group, it stems
from a mental representation of the environment, the identification of the figures
of authority and of the strategic element4. The Responsible Leader creates a
vision to respond to the strategic element and formalizes it in a set of
requirements that is then communicated to the Effective Leaders and the
members. In the structural diagram of boundaries, according to Eric Berne, the
touch point is the external boundary. This energy is under de responsibility of the
Leadership pillar (the vision contract according to Madeleine Laugeri).
B. The zone of dialogue. This is the point of contact between the Planned and the
Emerging, and allows the exchange of information and strokes. In the structural
diagram of boundaries, according to Eric Berne, this corresponds to the major
internal boundary. This zone is bi-directional; energy flows from A to B, from B to
A, from B to C and from C to B. This energy is under the co-responsibility of the
Leadership and the Membership pillars (the mission contracts according to
Madeleine Laugeri).
Integrating the Fox diagram with the flow of energy from Planned and Emerging change and the
3 touch points, this provides the following view in 3 dimensions:
That state of consciousness exists at a moment in time T. It is stored in the group imago. It can
then be modified by acting upon individual and collective representations and making visible
what is invisible.
The founding myth is like the roots of a tree : invisible but nevertheless essential to its survival.
Becoming conscious of the founding myth of a system is sometimes difficult, but often
necessary. When the founding myth no longer works, it cannot be changed but it is vital to re-
interpret it in the context of the present moment, the current environment and the ongoing
projects.
The founding myth provides inspiration to the 4 pillars because it is the DNA of the system. The
leadership in place must be able to discover it because it drives unconscious behaviours of the
members. It can be found in the culture, in individual representations and shared values.
It is the essence of the system itself. By becoming conscious of it (the area in blue becomong
as close as possible from the founding myth), the system will be able to transcend it and
through that, leverage all hidden resources
• “who are we ?”
• “Where are we become from ?”
• “Where are we going to?”
• “What are we responding to in our environment ?”
• “What is our added value ?”
• “Just do it, but for what ?”
Conclusion
Structure coaching enables systems to introduce more coherence between their 4 pillars, to
facilitate the circulation of energies and bring visible what is invisible. In my practice, I make
use of 3 steps to carry out this type of intervention :
1. Diagnostic : make the system visible and audible by the system, facilitate jumps in
consciousness so that it can realize the gaps existing between the different
perceptions coming from its elements
2. Contact : allow the leader and the members to think the system, feel it and share
the emotions that emerge. This step directly drives adjustments to the group imago
which in turn enables stronger coherence in the system
3. Contract : Facilitate the cooperation between the leaders and the members to help
themput together organizational, relational and operational solutions that will ensure
the survival of the system together (convergence)
The solution to the crisis experienced by systems, large or small, is therefore to be found within
themselves : bringing the blue area down as close as possible to the foundations to become
awakened systems mobilizing and leveraging all their resources. This is the challenge of the
managers and consultants of the second millennium.
Bruno BOLLE-REDDAT
+33 650 39 90 24
bbr@quintessence-coaching.com
www.quintessence-coaching.com
1
Berne Eric Structure and Dynamics of Organizations and Groups. J.B. Lippincott, Philadelphia 1963
2
Fox Elliot, Eric Berne’s Theory of Organizations, T.A.J., October 1975
3
Laugeri Madeleine, Changement Emergent, January 2006
4
Pellerin Gilles, Diagnostic rapide des organisations, AAT, July 1994
5
Moreau Jacques, AAT n° 130, April 2009