Eric Berne, the founder of Transactional Analysis (TA), famously said: “No change occurs without a contract.” He emphasized that a contract is not a formality but a catalyst for transformation. It’s a mutual agreement about desired outcomes—where each participant understands why they are here, what they want to achieve, and what responsibilities they carry.
In TA, contracts are built on three distinct levels:
- Administrative — covers logistics: where, when, how often, under what conditions, and at what cost the meetings occur.
- Professional — addresses the content of the work: the client’s request, objectives, and structure of collaboration.
- Psychological — brings to light underlying expectations, inner scenarios, and potential resistances that might either support or hinder progress.
This structured approach aligns remarkably well with the standards of the International Coaching Federation (ICF). One of the eight ICF Core Competencies is Establishes and Maintains Agreements—a process of co-creating a clear, intentional, and accountable foundation for the coaching relationship.
A contract in TA must be:
- Clear: both parties understand and agree on what is being established.
- Bilateral: formed collaboratively, not imposed unilaterally.
- Doable: the goals must be realistic and achievable within the given format.
Such a contract ensures not only effectiveness but also emotional and professional safety. It becomes a space of trust, mutual respect, and maturity—not a constraint but a supportive structure.
It’s important to understand that contracting happens on two levels: an overarching contract for the entire coaching process, and a focused contract for each individual session.
The overall contract defines the direction, scope, and intended outcomes of the full journey. The session-by-session contract focuses on the client’s current state, immediate goals, and specific context. This dual-layer approach adds both flexibility and relevance to the work.
