Institute for systemic consulting, Wiesloch (Germany) isb-w.de

1. Responsibility – how to overcome "symbiosis and passive behavior" Institute for systemic consulting, Wiesloch (Germany) www.isb-w.de

2. Roots and Transformations • It is based on the TA-concept of symbiotic relationships and passive behaviors (Schiff et al. 1975). • It is further developed for dealing with responsibilities in relationships and organizations. •  Culture of responsibility

3. Symbiosis based on Schiff et al. • Individuals try to become a whole person by using someone else • Individuals avoid autonomy and integrity, (instead: "wooden leg", pathological regression, exclusion of parts of personality)

4. Types of symbiosis by Schiff EL EL ER ER K K EL EL ER ER K K

5. Dysfunctional symbiosis • Dysfunctional symbiotic relationships • responsibility is not taken or • responsibility is shifted or • discomfort from missing responsibility is shifted • or • - in which potentials are not activated or not developed.

6. Responsibilities in organizations • Responsibility is to be defined competently; it is not "natural" or cultural • Organization as a system of complementary responsibilities • Each role and relationship is part of a whole system of responsibilities • e.g. team: those who share responsibility • Change through development and changes • To be cultivated through dialogue day by day • Contracted behavior, attitude and competence

7. Responsibility as Response-ability • With reference to their positions at work, people: • Want to respond (are dedicated to): a question of values • are able to respond: a question of being qualified to respond • Are allowed and have the resources to respond: a question of being sufficiently equipped • Have to respond: a question of obligation

8. Four dimensions of a system of responsibility

9. Responsibility for....Responsibility related to....

10. Types and effects of avoiding responsibilities (Schiff et al. 1975) Types Doing nothing Misadaptation Respond to illusionary request instead of what is contracted Agitation Overdone or not adequately directed activity + engagement Emergency Causing emergency concerning oneself or concerning responsibility Effects Invite others into doing instead Invite others into accepting "wrong" response or into correcting, clarifying inviting into exhausting co-agitation, avoiding or into taking over staying essential forcing others to take over

11. ResponsibilityChecklist for confrontation • Identify and account discomfort • Locate discomfort • Relate to responsibility (of whom, for what?) • Reflect reasons for not taking responsibility • Request responsibility and dialogue on it • Define self-caring strategy not to suffer • Organize shifting of discomfort to those who should take responsibility