<![CDATA[Understanding more - Content]]>Tue, 03 Oct 2023 10:57:41 +0200Weebly<![CDATA[how to deal with new reality?]]>Wed, 25 Mar 2020 00:36:58 GMThttp://in2ta.co/content/how-to-deal-with-new-reality
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                                      Source: https://www.thebalancecareers.com/flex-time-and-alternative-work-schedules-2164327

pandemic changed working enviorment 

​A lot has been written about the new situation in recent weeks, and much more will be said in the days to come. I would like to draw attention to the changed attitude of employers towards employees and vice versa and to all of you who are currently fighting the battle with work-related uncertainty. We all need to be aware that in emergency situations we can't perform at the same level and achieve the same work results as we may have in circumstances previously known to us. Many people are much too self-critical at the moment, especially the ones in a position to solve problems in companies or organizations. In the background of our brains, all the information we have received lately is constantly being processed. Our experiences are at the moment strongly emphasized by emotions, which is completely normal, but be aware that this takes a lot of energy.

Many people have moved their work office to their homes. In our home environment, however, we have completely different roles than in a professional environment. Changing roles is difficult and dangerous if we do not pay attention to it. Therefore, it is advisable to take a specially scheduled work-only time at home and a specially scheduled time for other activities and obligations. Separate this time. If you live with someone, you should make a clear agreement about the time structure. Also, communicating about your experiences with your superior and other colleagues is highly recommended. How they perceive the situation, what they expect from you, what the deadlines are ... At this moment we all found ourselves in a new and unknown situation, including your boss, employer, business partner. That is why it is completely legitimate and also recommendable to talk to each other and together establish what works best for an individual employee to deliver results.
It is also important that we recognize our feelings and emotions in this time of isolation and can accept them with ok-ness. To realize that we all are more afraid now than we were a month ago, that someone may be angry with the government, the situation, that someone might feel sadness or anxiety because really sad things are happening. Be aware that you are not alone, the whole world is currently experiencing emotions that have not been part of our daily lives before. And that’s normal, and that’s ok. But it's important to find ways to deal with the emotions that paralyze us. I can't stress enough how important it is to communicate with each other, with colleagues, relatives, friends, and share experiences. To be aware that we are not alone in this.

But every dark side must also have a bright side. Things will certainly change for the better, too. Many will find greater peace within themselves, many will find better working conditions, many employers will develop a better environment for their employees... Companies will be perceived by their ethical behavior more than they ever have been before. Many people will find new, creative ways of solving employment problems. Relationships in the working environment will be better if we all participate and develop ourselves to be authentic in all our roles.
I would like to emphasize that there are counseling and coaching professionals available, please talk to someone if you have a difficult time coping with the situation. We provide counseling for all of you who struggle with work-related topics.
]]><![CDATA[Organizational Culture in startup]]>Tue, 18 Feb 2020 18:27:42 GMThttp://in2ta.co/content/organizational-culture-in-startup​Where to even begin writing about start-ups? There is so much already written; however, among all the statistics, reports, tips, and advice, I miss something more detailed and tangible about the importance of building an organizational culture from the beginning. It is entirely understandable that every founder is passionate about the product they are developing. It is also understandable that the founder wants to focus on potential clients, investors, customers, and million new things one has to learn. However, a very fundamental criterion of success is forgotten: to ask yourself, how am I as a start-up founder mentally prepared for the challenges I need to confront? Do I know people in my team?  What kind of relationship do I have with myself, others around me, and the world in which I work? Success depends mostly on the relationships within people in the organization. Larger corporations that have been in the market for decades face tremendous challenges when they want to change organizational dynamics and culture. It is much easier to develop values, relationships, dynamics from the beginning rather than changing deep-seated and established habits of behavior, and thinking later on. 


Mike Burke (Founder of Q6) deliberates on his Blog: "Anyone involved in a start-up, or any early-stage business, really should address how they want their company culture to become. It's often tricky, especially if there are only a handful of employees, to picture ever needing company values, a company ethos, or a focus on culture. Still, these early days often help set the tone within the business for years to come. "


"One of the biggest lessons I've learned is that culture is really important. And I used to think that you could just hire smart people and expect them to do wonders for you. But if people don't fit within your company culture, they will be more likely to butt heads when it doesn't make sense, quit when things aren't going well, and not care for your company. " Neil Patel, Crazy Egg, Co-Founder.


"The culture of a start-up is defined by three things: 1. How the founders behave, 2. Whom they recruit, reward, and recognize. 3. Whom they release (let go). " Darmesh Shah, HubSpot, CTO Co-Founder


We understand all this and much more under organizational culture. Eric Berne developed one of the models, DNA of Organizational Culture, where he researched the impact of the organizational structure, rules, laws, policies on employees' behavior in the organization. And between these two categories, an invisible and intangible sociological phenomenon develops, which we call culture.


If you would like to know more about developing a start-up culture, please contact me. 
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]]><![CDATA[I am ok, you are ok]]>Wed, 15 Jan 2020 14:31:33 GMThttp://in2ta.co/content/i-am-ok-you-are-ok​We begin to form opinions and beliefs about ourselves, others and the world in early childhood. Throughout development, the child creates an image, map of the world, in TA called  Frame of Reference, and what this image will look like is influenced by many factors. It begins with parents and other significant adults in childhood environment. The child imitates adult behavior, repeats beliefs, prohibitions, commandments, and other slogans he learns through socialization. Of course, the frame of reference is also influenced by the time we grow up in, political beliefs, the economic situation, safety, the system, attitudes towards health, freedom, equality, money, free time and other areas of life. In this time we also learn to have assumptions and prejudice that make us disable  building qualitative and respectful relationships with other people.
Dr. Eric Berne has developed a model of life positions where he defines an individual's attitude toward himself in relation to others in a given situation. Optimally would be to have an opinion about ourselves at all times and circumstances in awareness that we are OK and others are OK.
"I am OK, you are OK" is position from which we can work constructively, solve problems and communicate with others in a way that we are heard, understood and at the same time it is  respectful and understanding towards the others, no matter in what situation the other finds him self in. This mode of communication is assertive, the person is able to deal with the facts, the conversation is focused on problem solving. It is very important for leaders to be aware of the effectiveness of this position so that their employee can approach him with difficulties they encounter, to feel safe and respectful, to receive support in a constructive way, to be able rely and trust the superior.
As the name implies, the position where the person is in the opinion "I am not OK, you are OK", is in a very passive state. The person feels frustrated, deals with the past, with work processes and is not focused on solutions and the future.
The person in the position "I am OK, you are not OK" is aggressive, he feels resentful towards another person who did not fulfill his expectations, which is destructive in relationships of all kinds. A leader in this position execute  pressure, force and control.
When one person is in a position "I'm not OK, you're not OK", it is very difficult to work with. Subjects in this position retreats from contact, or keep defending their actions, do not face situations, are passive, and feel helpless.  Is cynical or apathetic. A leader in this position has a difficult time surviving his or her duties. This position is damaging to anyone and person feeling this way should consult an expert, as it can be a sign of depression, contempt, self-contempt, or other conditions that call for change.
   We are not taking one life position in every situation, it's important to know that in different circumstances and with different people we might act from other positions. Although only  "I am OK, you are OK" frame of reference can provide save and respectful attitude towards our self, others and the world around us.  Picture












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​Source: https://www.russell-cooke.co.uk/media/1589/hr-conference-2015-effective-conversations-follow-up-materials-jackie-clifford.pdf
]]><![CDATA[about us]]>Sat, 28 Dec 2019 23:34:33 GMThttp://in2ta.co/content/about-us
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IN2TA was created at the hecathlon in Vienna in 2019. A group of four international women from different backgrounds were committed to supporting the idea that a change is needed in a work environment where many people still feel like children at school. Employees do not communicate with each other, departments have communication gaps. Unpleasant emotions, as we remember them from childhood, fear, shame, embarrassment, humiliation, and many more, are still present in the workplace, despite the fact that employees are adults for already  a long time. Why this happens and how to improve it can also be explained by the theory of Transactional Analysis. 

I am a Transactional Analyst myself and am in the educational process in field of Organizations and Educational Systems (with Rosemary Napper, Oxford, UK). I work under supervision (Thorsten Geck, Hamburg, Germany) and with the colleagues in my study group, and that is the reason I always use plural when talking about IN2TA. All knowledge and experience is a mixture of  my current educators and international colleagues, so I can bring to your organization a colorful spectrum of already proven methods and skills. 

My female supporters from hecathlon weekend in Vienna have gone back to their work and I stayed with my great passion and develop programs with which I can help your organization to grow, overcome obstacles and create pleasant working environment. 

I live my private life  in Graz, Austria, but my working environment is worldwide.  

Melita Cepin
Founder & CEO
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