Sublime

Berne labeled networks that develop early in life as Child ego states. When we activate one of these, we act like the child we once were. Networks which represent the internalization of the people who raised us, as we experienced them, Berne named Parent. When in Parent we think, feel, and act like one of our parents or like someone who took their

The games are classified into families according to the situations in which they most commonly occur: Life Games, Marital Games, Party Games, Sexual Games and Underworld Games; then comes a section for professionals on Consulting Room Games, and finally, some examples of Good Games.

She concluded that there are really only three major patterns: NIGYSOB, in which a person switches from helpless or defiant Child to Parent, Kick Me, in which a person switches from bossy or helpful Parent to Child, and Uproar, where both partners switch ego states simultaneously and march off.

This game formula is as follows: C (Con) + G (Gimmick) = R (Response) —> X (Switch) —> P (Payoff)

If a series of transactions didn’t fit this formula, he didn’t consider it a game. This game formula is as follows: C (Con) + G (Gimmick) = R (Response) —> X (Switch) —> P (Payoff) The “con” is the first move/invitation made by the initiator, Person A. The “gimmick” is the weakness in Person B which leads him or her to respond to the con. The

In Games People Play, Berne describes a game as a patterned and predictable series of transactions which are superficially plausible but actually conceal motivations and lead to a well-defined predictable outcome. They are habitual, dysfunctional methods of obtaining strokes, and the people involved are not fully aware of the two levels of transact

a game consists of the following sequence of transactions. Person A gives an ostensible message while at the same time giving a hidden message. Person B responds to the hidden message. Person A then switches ego states and has a surprise bad feeling.

Berne created another door. He asked patients for a clear contract—“What do you want to change, and how will we know when you have?”—questions that lead to a clear delineation of goals and, therefore, to specific criteria by which to judge the success