The Future of EATA

EATA’s strategy is grounded in the work we undertake today in preparation for a future that cannot yet be fully known.

Our current priority is to build a strong and sustainable foundation by ensuring that our processes are clearly defined, adapted to today’s digital environment, well documented, and easily understood by those who will follow us. This is the purpose of the Strategy Group, which is working successfully, responsibly, and with great commitment.

Their way of working already reflects the culture we wish to cultivate: transparent processes, shared accountability and a strong commitment to co‑creation.

This solid foundation gives us both the energy and the freedom to take the next important steps: to make our vision for the future development of the organisation transparent and to create structures that provide sufficient flexibility to respond to an increasingly uncertain and rapidly changing environment.

Our vision is therefore not static; it evolves as we learn, reflect and respond to the changing needs of our community. Transformation and development are accelerating through new technologies. The digital world, artificial intelligence, ChatGPT, and related innovations are far more than technical tools that simply facilitate processes. They are influencing and changing our understanding of the world in ways that are deeper and more far‑reaching than we may currently realise. These changes are already underway, and while we are still exploring their implications, further developments continue to emerge.

Our task will be to integrate these tools with care, ensuring that they support rather than replace the relational foundations of our work.

One of the key tasks for the coming years will be to examine these questions and their impact as members of the Executive Committee, as trainers, trainees, and members of the wider EATA community.

The future of EATA will be shaped by its enduring commitment to quality standards, professional development, ethical practice, and its ability to respond effectively to emerging technological and societal challenges.

As Transactional Analysis continues to evolve within a rapidly changing world, EATA has an important role in ensuring that the profession remains relevant, rigorous, and responsive to the needs of practitioners and communities.

Maintaining high standards in training, supervision, examination, and certification will remain a cornerstone of EATA’s work. Robust quality assurance processes help safeguard professional competence and strengthen public trust in TA practitioners across the fields of psychotherapy, counselling, education, and organisations.

Professional development will continue to be essential. Through its support for lifelong learning, research, international collaboration, and reflective practice, EATA enables professionals to integrate new knowledge while remaining grounded in the core principles of Transactional Analysis. The development of digital learning environments and cross‑cultural competencies will further enhance the accessibility and impact of TA worldwide.

At the same time, EATA is already addressing significant structural challenges arising from the increasing use of artificial intelligence. AI is transforming education, supervision, assessment, administration, and communication.

These developments raise important questions concerning confidentiality, data protection, professional responsibility, bias, and the opportunities, limitations, and implications of machine‑supported decision‑making. EATA is exploring how AI can be used responsibly while preserving the relational and human‑centred foundations of Transactional Analysis.

Another important aspect of EATA’s future is the strengthening of global professional connections. Through webinars, online learning platforms, conferences, regional events, and international networks, EATA can bring together practitioners, trainers, supervisors, and researchers from around the world.

These opportunities for dialogue and collaboration encourage the exchange of knowledge, foster innovation, and strengthen the international TA community. By combining online accessibility with the richness of face‑to‑face encounters, EATA can create a vibrant and inclusive professional network that supports learning, belonging, and excellence.

We are not alone in addressing these developments. They are also reflected in our ongoing collaboration with the International Transactional Analysis Association through the various structures and initiatives that we have built together over recent years.

This exchange, which already takes place regularly, is being further strengthened through new channels of cooperation. We recognised that certain ethical challenges require dedicated pathways for communication and information sharing. A highly engaged group of members from both associations worked intensively and enthusiastically on this initiative. As a result, a memorandum of understanding has been signed to regulate and define this exchange.

It is important to clarify that this joint committee, as well as the other committees shared between the two organisations, serves as a forum for dialogue, consultation, and exchange rather than as a decision‑making body. Decision‑making authority remains with the respective committees of each organisation.

The strength of our future will depend on the engagement and collaboration of our entire community.

In summary, guided by the ethical values of respect, autonomy, awareness, responsibility, and mutual dignity, EATA is well positioned to lead the future development of Transactional Analysis and to ensure its relevance and contribution for generations to come.

I therefore invite all EATA members to continue on this path together and to contribute by drawing on their own strengths. I would like to extend my heartfelt thanks to everyone who is already doing so with such dedication and enthusiasm.

Sylvia Schachner

EATA President