WHY BERNE’S THEORY WAS CROWNED KING
Berne’s theory suggests that communication involves a set of hidden transactions. It was considered too radical at the time of its publication in the 1960s and has only really been used by managers since the 1990s.
I chose this theory because it emphasises that how we talk to people has a greater impact on their levels of motivation than such things as pay and conditions. If management is about relationships then it’s essential that you communicate in a respectful and adult manner with your staff and guide them to the position where they too communicate with you in the same vein. Of course, you and your staff will disagree on a range of issues but don’t make matters worse by adopting the wrong ego state.
Whatever level of satisfaction people wish to achieve at work, never underestimate the importance of allowing autonomy and giving feedback as motivational tools. Even the most mundane job can be rewarding if the person doing it can exercise a reasonable level of control over how they undertake their work. Combine this with regular feedback and many people will be perfectly happy to get on with their work and monitor their own performance.
In order to maintain a happy workforce be on the lookout for any signs that a member of staff harbours resentment about how they are treated. If you see signs of sulking, uncooperativeness or poor work, find out what’s causing the feeling of unfairness and take immediate action. If you are slow in reacting, the problem will fester, grow and infect others.
To help any member of staff get back on track you have to use the right blend of encouragement, command, control and support. That’s where Berne’s theory comes into its own. If you identify what ego state they are in you can use the What? Why? When? How? questions to guide them to the adult–adult ego state where issues can be discussed and resolved in an atmosphere of mutual respect.
Whichever approach you take with staff remember that motivation is all about matching rewards to effort and achievement. To maintain a motivated staff you have to deliver on your promises. Break these and any chance you have of motivating staff will disappear.