This article briefly critiques an earlier article in the Transactional Analysis Journal (Nykodym, Freedman, Simonetti, Nielsen, & Battles, 1995) on mentoring and goes on to propose that the traditional style of mentoring is increasingly inappropriate in modern organizations. The author then describes the potential contribution to mentoring of the transactional analysis concepts of contracting, three-cornered contracting, psychological distance, drivers, ego states, strokes, and the assessing quadrant and explains how these can provide valuable input to a mentoring process that is based on developmental alliances between equals.
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