Attention to the problems of the socio-psychological climate is justified by the fact that the work collective as an organized community reflects all social changes. And the social atmosphere in the republic ultimately depends on their mood.
- this is a relatively stable and typical emotional mood that gradually develops in the process of activity and communication of team members. It reflects a number of objective factors: the nature of vertical and horizontal relationships, as well as attitudes towards work, working conditions, etc.
The psychological climate develops in the process of interpersonal relationships in a team and affects each individual through them. In particular, the socio-psychological climate influences the following aspects of human life.
Rice. Social and psychological climate of the team
1. The individual’s commitment to work, the degree of realization of his abilities. Obviously, if the general emotional mood in the team is positive, then the person goes to work with pleasure with the maximum desire to realize himself in it.
2. Labor stability of the individual(intention to continue working in this team or look for another job). This factor connects the socio-psychological climate with the problem of staff turnover. An analysis of the reasons for dismissal shows that the main ones are objective factors such as distance from home, unsatisfactory working conditions, etc. However, very often the excuse hides the main reason: dysfunctional relationships in the team.
3. People's health. The emotional sphere of the human psyche is closely connected with the functioning of the nervous system. Thus, an unfavorable socio-psychological climate causes various diseases nervous system, which is reflected in the number of psychosomatic diseases, for example, of cardio-vascular system. In a good team, a person tries not to let others down and endures some illnesses on his feet, but in a team with a negative psychological climate, even a slight illness causes him anxiety, and sometimes he unconsciously uses this excuse to leave work.
4. Emotional mood in the family. With a poor socio-psychological climate in a team, a person is forced to relieve his feelings and tense state at home. This is how they manifest themselves defense mechanisms personality.
5. General attitude to life. A favorable socio-psychological climate liberates a person’s ability to enjoy life and enjoy it. At the same time, the person is full of energy and vigor. And, on the contrary, in a bad socio-psychological climate, he tries to “get away” from negative emotions, overestimating values, striving only for his home, for personal peace. Even a person’s personal characteristics change: he becomes more selfish. This is especially dangerous during the period of adaptation of young people to a team. Unfavorable conditions can become entrenched in negative traits character and further influence the fate of the young man.
By what criteria is the socio-psychological climate in a team assessed as favorable? This:
- Relaxed atmosphere of communication.
- Active discussion of various issues (including how to work better).
- The common value orientation of team members towards its activities. The purpose of the activity is correctly understood by everyone.
- Respect for each other's opinions. Public disclosure of every new idea.
- Discussion and analysis of the arguments of all parties when personal opinions differ on a particular issue at meetings and in the process of collaboration.
- Critical remarks without overt or hidden personal attacks.
- The ability to freely express your feelings and emotions.
- Reasonable, non-rigid distribution of responsibilities between team members. Lack of micromanaging from management.
- High personal influence and authority of the leader.
- Performing work as a team without uncertain tension. Constant and effective search for reserves for increasing labor efficiency.
- Compliance of the actual behavior of team members with established norms and requirements.
When considering the conditions that shape the socio-psychological climate of a team, two groups of factors should be distinguished: macroenvironment and microenvironment.
The factors of the macroenvironment primarily include the social structure of a given society and its morality. This factor influences the socio-psychological climate of the team largely through the attitude towards work, which, accordingly, can represent either an independent value or only a means of subsistence. The moral norms accepted and encouraged by society also influence the norms of behavior in the team.
Such socio-demographic characteristics as gender, age, education, etc. are of significant importance in the formation of the socio-psychological climate of the team. its members.
In particular, the gender composition of a group significantly affects the socio-psychological climate, since it is built, for example, in male and female groups on fundamentally different foundations. In purely male groups, the socio-psychological climate is always higher at face value than in purely female ones, since there are significantly fewer personal conflicts in them. This depends on the different value orientations of different genders. For men, the following are more important: the meaningfulness of work and the prestige of high earnings; for women - convenient working hours and good working conditions, as well as good relations with management.
In addition, in men's groups there is a law of “male solidarity”, based on great tolerance (tolerance) towards each other. Women have much less “female solidarity”. They are more demanding of each other and tend to conduct a moral analysis of their advantages and disadvantages.
A mixed gender composition is optimal, since in these conditions the attitude towards work is better due to the fact that women spend less time discussing personal problems, men experience a surge of competitive activity, the culture of behavior improves, and there is a general incentive for communication outside of work. At the same time, imbalances in the composition by gender (one of all - the opposite sex) can lead to adverse consequences.
The age composition of the group also determines some features of the formation of the socio-psychological climate. Thus, in youth groups, the socio-psychological climate depends on the opportunities and organization of communication outside of work, because young people have an increased need for communication, and work time she is not satisfied. If this is not possible or the manager ignores this problem, then disunity in the team may arise due to the presence of various reference groups “on the side” of the members of this team.
At the same time, when studying youth work collectives, a significant discrepancy is sometimes discovered between high indicators of the state of interpersonal relationships and communication of the team, on the one hand, and low performance his joint labor activity - on the other. That is, in the group consciousness, there is actually a shift in the goals of the functioning of the team from work to communication and relationships, from which the members of such a team receive greater satisfaction. This fact once again demonstrates the seriousness of this problem and the need to attract the attention of management to it.
In a group of older people there are also problems associated with age-related personality changes, manifested in vulnerability, claims of various kinds, etc. It is advisable that the difference in years in teams does not exceed 15 years, otherwise stratification into “age” groups is possible.
The level of education also affects the socio-psychological climate. With the growth of education, the socio-psychological climate improves, but in groups where specialists with higher education, its level is lower than with the average. This is due to the growth of life demands, increased demands and criticality, especially towards the activities of the administration. Therefore, the organization of work in such teams should be carried out at a higher level.
Factors of the microenvironment, which manifest themselves directly in the team itself and largely depend on the leaders, can be divided into factors of the material and social microenvironment. Factors of the material microenvironment include:
- content and nature of work activity performed
- working conditions
- level of labor organization
- labor incentive system
Good working conditions can maintain a favorable socio-psychological climate, but not create it. It is not so much the level as the dynamics of working conditions that has a beneficial effect on the team. These changes show attention to people, which cannot but affect their relationships and attitude to work.
The influence of work organization on the socio-psychological climate is manifested to a greater extent when it has shortcomings, i.e. they create situations of uncertainty and insecurity, which are reflected mainly in “vertical” relations. Without good organization of work, it is almost impossible to create a favorable socio-psychological climate.
Social microenvironment factors include:
- moral incentive system and job evaluation
- individual psychological characteristics of team members, including management staff
- personality of the leader, characteristics of his interaction with subordinates
The significance of moral stimulation in the formation of a favorable socio-psychological climate is determined by the severity of the evaluative component of this system, which is often underestimated by managers. Moral stimulation satisfies a person’s need for social approval, and this is a strong influence factor. Underestimating the importance of this system or neglecting the basic principles of its construction leads to a deterioration in the socio-psychological climate in the team, causing hostility, alienation in relation to incentives, and stratification of the team.
A “gloomy skeptic” or “whiner” who infects the group with his pessimism can have a negative impact on the socio-psychological climate of the team. And only “immunity” in the form of harmless jokes towards him can neutralize his influence. A negative attitude in a group can also arise due to the fault of so-called conflict personalities, who manifest themselves in constant clashes, quarrels, and conflicts. It is very difficult to influence these people, so only open conflict(the “explosion” method according to Makarenko), pitting the collective against this person.
The leader has a very great influence on the team - through his behavior, activities, and personality characteristics. There are three aspects to a leader’s personality that directly influence the socio-psychological climate:
- type of attitude of a leader towards subordinates
- personal example in behavior, own attitude to activity
The influence of a leader's personal example on subordinates is also very significant. If he himself is involved in the activity and enjoys it, then he infects his subordinates with this mood. Attention to interpersonal relationships, personal goodwill and self-control of behavior cause an appropriate mood in the team.
Socio-psychological climate- result joint activities people, manifests itself in the mood and opinion of the team, individual well-being, assessment of the living conditions and work of the individual in the team. To manage this process, it is important for the team leader to know the factors influencing the socio-psychological climate, the signs of its manifestation and have an objective assessment of this phenomenon.
Team cohesion is associated with almost all features of leadership style, but most closely with two of them - the leader’s attitude towards people and collegiality in work.
Each member of the team should see promising lines of its development, “tomorrow’s joys.” When determining these lines, we must not forget about the development of each individual, in particular, the possibility of professional and general cultural growth, moral improvement, and ensuring material and spiritual interests. It is of great importance to establish from the very first days a certain style of relationship and the requirements of the leader for people. At the same time, we must remember the instructions of A.S. Makarenko about the degree of closeness and distance in the relationship between the leader and subordinates. You can't be far from people, but you can't be too close either, i.e. be in so-called familiar relations. Good workers know how to value close relationships, while mediocre and bad ones use it to violate discipline and shirk work.
Leaders who flirt with subordinates, especially those whose criticism they are wary of, lose the authority and respect of others, and at the same time the opportunity to influence the masses. A bad leader is one who does not notice people, does not consider it necessary to take a closer look at them, one who tries to lead from the office. As the team develops, the leader needs to become closer to those being led; his demands must be more based on and merge with the requirements of the asset, and then the entire team. While retaining the right to manage, the manager must give scope for the creative initiative of team members, who must be considered not only and not so much as performers, but also as creative workers.
The most important means of influencing the team is public opinion, therefore its formation is the primary task of the leader, in addition, he must make maximum use of it in all aspects of the team’s life.
Verification of execution is of particular importance. With the help of control or verification, it becomes clear, firstly, how the requirement is learned and to what extent it is implemented; secondly, executors, not only in the case of a bad, but also a satisfactory state of affairs, are more active in the assignment. An experienced leader knows when and who to control. At the beginning of the activity, control is premature; at the end, it can neither prevent errors nor speed up the execution process, since the deadline is already running out. Some people should be monitored more often, others less often, and some should not be monitored at all.
The rigor of fulfilling requirements is ensured, on the one hand, by public opinion and the entire system of emerging relationships, and on the other, by reward and punishment.
Each person strives for recognition of his personality in the team, and therefore any encouragement for him serves as a means of establishing authority among others. Both punishment and reward require not only objectivity and fairness, but also an individual approach.
Of course, there are leaders who overestimate the merits of some and underestimate the merits of others. The unjustly praised person begins to take things lightly, and the unnoticed person experiences a feeling of resentment, dissatisfaction, and depression, which reduces the tone of his activity. The awareness that the leader is acting unfairly gives rise to distrust and contempt for him. In some cases, even a person who consistently performs well at work should not be rewarded with bonuses every year. It is also necessary to note those who begin to show greater activity than before, and encourage them in order to consolidate their new attitude to the matter.
Every person must be valued; recognition of his merits matters, first of all, for himself. Any person, due to his social nature, passionately desires to be respected by others, leaders, and the team. When a manager does not notice the successes of certain individuals, their activity decreases.
One of the main means of a leader’s influence on an individual’s activity is assessment; it is especially significant if it is made publicly or on behalf of the team. The effect of evaluation can be explained psychologically as follows. It excites the corresponding emotions: joy, jubilation, pride or sadness, melancholy, grief, anger, hatred, fear, etc. These emotions gradually turn into a mood that colors all the activities of the individual in a corresponding tone.
As is known, emotions and mood have a very strong influence on the entire mental life of an individual, his mental and volitional sphere, on the functioning of internal organs and muscular activity.
In addition, another mechanism is at work. This or that assessment given by the leader, and even more so by the entire team, in addition to consciousness and will, instills in the individual the appropriate self-esteem. A person under its influence begins to feel more capable or less capable than before, he eventually develops a feeling of confidence or uncertainty, which affects his activity and performance.
A negative assessment, if repeated often, leads to severe consequences. Thus, Goethe wrote that if, when communicating with people, you often emphasize their shortcomings, you will never make them better. He even recommended treating people better than they deserved. A.S. Makarenko said that if we do not see anything positive in a person, then we ourselves must project the positive and, in accordance with this project, lead the person, educate him. At the same time, A.S. Makarenko did not deny the importance of negative assessment; he skillfully used it in order to form a new personality.
Negative assessment has positive influence in the case when it is taken out with with good reason, tactfully, taking into account the situation and condition of the person, his individual characteristics. Positive assessment is effective in combination with high demands. The so-called “undetected” ones, i.e. people who are not evaluated in any way begin to work worse and worse.
Positive and negative assessments can be global, when the entire person is assessed, or partial (partial). Global assessment, both positive and negative, is harmful. In the first case, it instills a feeling of infallibility, which reduces self-criticism and self-demandingness, and in the second case, it undermines a person’s faith in himself.
With a partial positive assessment, the person is proud of his achievements in one specific matter and at the same time realizes that not everything has been done yet, that success does not give grounds for complacency in all other respects. With a negative partial assessment, a person understands that in this particular case he made a mistake that he can correct, since he has enough strength and capabilities to do so.
The assessment can be not only direct, but also indirect, when it is addressed to another person or a number of persons, including without specifying names, but also affects the one who acts or acts in a similar way.
People prefer direct assessment of their performance if it is positive. Moreover, the more significant the successes, the more the individual feels the need for direct public assessment. And, conversely, in case of failures, direct assessment is unpleasant, and therefore the person prefers indirect assessment.
The person being assessed, realizing the mistake, experiences joy that he is not subjected to direct public condemnation, gets down to business with greater activity and tries to correct the shortcomings as quickly as possible. In case of repeated mistakes, irresponsible attitude to work, laziness and other disrespectful reasons and intolerant characteristics of the employee, a direct public negative assessment is necessary.
When assessing an employee, it is necessary to constantly take into account his individual characteristics. There are people who are insensitive to evaluation: they don’t care about anything positive feedback, nor negative.
Overestimating or underestimating an employee has equally detrimental effects on a person. However, if a leader or team notices the fact that an individual underestimates his strengths and capabilities, for therapeutic or educational purposes, some revaluation is permissible in order to instill self-confidence. In this case, you should firmly tell your comrade that he has enough strength to solve the task. In this case, it is advisable to gradually complicate the tasks and assure that he will complete even more complex ones successfully.
The manager's assessment of an employee affects the entire team. The fact is that the team also evaluates its employee, and if these assessments do not coincide, an excited state arises and the team demands an explanation. And if the motives for evaluation are unsatisfactory, then the team changes its attitude either to the leader or to the one who is being evaluated. The leader must constantly remember that praise, especially if it is systematic, is just as harmful as one-sided reproach and criticism. An over-praised person becomes intolerant of any comments and instructions not only from a comrade, but, ultimately, from a leader. Thus, a person is formed who considers himself infallible and deserves special benefits and rights.
When assessing a person, it is necessary to take into account the capabilities and results of his work. Even with the same achievements, even if the abilities of two people differ, the assessment should be essentially different. The one who worked to the limit of his strength should be especially noted for his valor, dedication and sense of responsibility, and the one who achieved the same result without much effort should be criticized in an optimistic way: “You could have done twice as much as you did.” Everyone must be assessed. In a team there should not be, on the one hand, favorites, on the other, unloved ones, and between them those who are not noticed at all.
A reasonable system of punishment educates a person. Any punishment must be objective. Punishment cannot be determined based on personal likes and dislikes. There are leaders who “in the heat of the moment” dish out punishments, and when they “cool down”, cancel them. Such punishment undermines the authority of the leader.
Punishment is determined by both the leader and the team. If a leader does this, then he must organize the matter in such a way that the team supports him, so that the punishment expresses the will and opinion of not only the leader, but also the entire team. It happens that punishment, even fair, causes dissatisfaction among some members of the team, since they themselves expect the same consequences in connection with the same behavior or action. In this case, punishment will have great educational value.
Where a leader loses a sense of fairness in relation to people or where personal sympathies or antipathies take precedence over reasonable and fair management, microgroups at odds with each other sometimes develop in the team:
- favorites
- unloved
- unnoticed
Each of these microgroups has its own psychology.
The social assessment of the individual and the team given by the leader has various aspects: organizational, moral, pedagogical. This must always be kept in mind when organizing work in a team. A leader, first of all, must be objective in his assessment and fair in his dealings with people. He must take into account not only the general development of the team, but also the development of individuals, know their character, inclinations, requirements, in order to correctly use people, correct their behavior, educate them and at the same time form and strengthen the team.
Contact between leaders and led is a necessary condition not only for the formation, but also for the existence of a person; not only for solving management problems, it is also necessary for the development of the leader and the led as individuals. This contact is essentially not only a formal, that is, official, phenomenon, but also a socio-psychological one. It is carried out on the basis of the perception of information necessary for the functioning of the system, as well as information about the mental state of the manager and performer.
SOCIAL PSYCHOLOGICAL CLIMATE OF THE GROUP
| Parameter name | Meaning |
| Article topic: | SOCIAL PSYCHOLOGICAL CLIMATE OF THE GROUP |
| Rubric (thematic category) | Psychology |
In order to characterize in the most general way the conditions of activity of a group, its internal situation, in Lately The concepts of “socio-psychological climate”, “moral-psychological climate”, “psychological climate”, “emotional climate”, etc. are often used. In relation to the workforce, they sometimes talk about “production” or “organizational” climate. In most cases, these concepts are used approximately in an identical sense, which, however, does not exclude significant variability in specific definitions. In the domestic literature there are several dozen definitions of socio-psychological climate and various research approaches(I.P. Volkov. E.S. Kuzmin, V.V. Novikov, V.B. Olshansky, B.D. Parygin, K.K. Platonov, V.M. Shepel, etc.).
The socio-psychological climate of a group is a state of the group psyche, determined by the characteristics of the life activity of this group. This is a kind of fusion of the emotional and intellectual - attitudes, relationships, moods, feelings, opinions of group members. All these are separate elements of the socio-psychological climate. Let us also note that the mental states of the group are characterized by varying degrees of awareness.
It is necessary to clearly distinguish between the elements of the socio-psychological climate and the factors influencing it. For example, the peculiarities of the organization of work in any work group are not elements of the socio-psychological climate, although the influence of the organization of work on the formation of a particular climate is undeniable.
The socio-psychological climate is always a reflected, subjective formation, in contrast to what is reflected - the objective life activity of a given group and the conditions in which it occurs. Of course, what is reflected and what is reflected in the sphere of public life are dialectically interconnected.
The presence of a close interdependence between the socio-psychological climate of a group and the behavior of its members should not lead to their identification, although the peculiarities of this relationship cannot be ignored. So. for example, the nature of relationships in a group (reflected) acts as a factor influencing climate. At the same time, the perception of these relationships by its members (reflected) represents an element of climate.
When addressing the problems of the socio-psychological climate of a group, one of the most important is to consider the factors influencing the climate. This problem has not only theoretical, but also applied significance. After all, having identified the factors that in one way or another influence the climate of any group, we can try to influence these factors and regulate their manifestation. Let us consider the problems of socio-psychological climate using the example of primary working group- brigades, units, bureaus, laboratories. So, we will talk about elementary organizational cells that do not have any official structural divisions. Their number can vary from 3-4 to 60 people or more. We can say that this is the “cell” of every enterprise and institution. The socio-psychological climate of such a cell is formed due to many different influences. Let us divide them conditionally into macroenvironmental and microenvironmental factors.
By macroenvironment we mean a large social space, a wide environment within which one or another organization is located and carries out its activities. What does this include? First of all, the cardinal features of the country’s socio-economic structure, and more specifically, the specificity of this stage of its development, which is correspondingly manifested in the activities of various social institutions. The degree of democratization of society, features of state regulation of the economy, the level of unemployment in a given region, the likelihood of bankruptcy of an enterprise, etc. - these and other factors of the macroenvironment have a certain impact on all aspects of the organization’s life in modern conditions. The macro environment also includes the level of development of material and spiritual production and culture of society as a whole. Finally, the macroenvironment is also characterized by a certain social consciousness, reflecting a given social existence in all its contradictions. Τᴀᴋᴎᴍ ᴏϬᴩᴀᴈᴏᴍ, members of each social group and organizations are representatives of their era, a certain historical period in the development of society.
Ministries and departments, concerns, joint-stock companies, the system of which includes this or that enterprise or institution, exercise certain managerial influences in relation to the latter, which is also important factor the influence of the macroenvironment on the socio-psychological climate of the organization and all its constituent groups.
As significant factors of the macroenvironment affecting the climate of any organization, it should be noted its diverse partnerships with other organizations, as well as with consumers of the organization’s products. Note that in a market economy, the influence of consumers on the climate of an organization (especially a production one) will increase.
The microenvironment of an enterprise or institution is the “field” of people’s daily activities, those specific material and spiritual conditions in which they work. It is at this level that certain influences of the macroenvironment acquire for each group their specificity and connection with the realities of life practice.
What circumstances, the conditions of everyday life, shape this or that attitude and state of mind of the primary working group, its socio-psychological climate?
A number of influences can be identified. First of all, let us note the factors of the material and material environment. This includes the nature of the labor operations performed by people, the condition of the equipment, and the quality of workpieces or raw materials. The peculiarities of labor organization are also of great importance - shifts, rhythm, the degree of interchangeability of workers, the level of operational and economic independence of the primary group (for example, a team). Let us note the role of sanitary and hygienic working conditions, such as temperature, humidity, lighting, noise, vibration, etc.
It is known that the rational organization of the labor process, taking into account the capabilities of the human body, ensuring normal conditions work and rest of people have a positive impact on the mental state of each employee and the group as a whole. And, on the contrary, certain technical malfunctions, imperfections in technology, organizational troubles, irregular work, insufficient fresh air, excessive noise, abnormal room temperature, etc. factors of the material environment have a negative impact on the climate of the group. For this reason, the primary direction for improving the socio-psychological climate is to optimize the complex of the above factors. This problem must be solved on the basis of the developments of specialists in occupational hygiene and physiology, ergonomics and engineering psychology.
Another, no less important group microenvironmental factors are influenced by group phenomena and processes at the level of the primary working group. These factors deserve close attention due to the fact that they are a consequence of the socio-psychological reflection of the human microenvironment. For brevity, we will call these factors socio-psychological.
Let's start with such a factor as the nature of formal organizational ties between members of the primary working group. These connections are enshrined in the formal structure of this unit. Possible differences between the types of such a structure can be shown on the basis of the following “models of joint activity” identified by L.I. Umansky.
1. Joint-individual activity: each group member does his part of the common task independently of others (team of machine operators, spinners, weavers).
2. Joint-sequential activity: a common task is performed sequentially by each member of the group (conveyor production team).
3. Joint-interacting activity: the task is performed with direct and simultaneous interaction of each member of the group with all its other members (installation team).
Experimental studies, conducted under the leadership of L.I. Umansky, show a direct relationship between these models and the level of development of the group as a collective. Thus, “cohesion in direction” (unity of value orientations, unity of goals and motives for activity) within a given group activity is achieved faster under the third model than under the second, and even more so under the first.
Materials from applied research in enterprises also indicate that the very features of any “model of joint activity” are ultimately reflected in the psychological traits of work groups. As A.I. Dontsov and Sh.V. Sarkisyan show, as a result of a study that covered 11 teams at a newly created enterprise, satisfaction with interpersonal relationships in these primary groups increases as they move from the first model of joint activity to the third.
Along with the system of official interaction, the socio-psychological climate of the primary working group is greatly influenced by its informal organizational structure. Of course, friendly contacts during work and after it, cooperation and mutual assistance form a different climate than hostile relationships manifested in quarrels and conflicts.
Speaking about the important formative influence of informal contacts on the socio-psychological climate, it is extremely important to take into account both the number of these contacts and their distribution. For example, within one brigade there may be two or more informal groups, and members of each of them (with strong and friendly intra-group ties) oppose members of groups other than their own.
Of course, when considering the factors influencing the climate of a group, one should take into account not only the specifics of formal and informal organizational structures, taken separately, but also their specific relationship. The higher the degree of unity of these structures, the more positive the influences that shape the group climate.
The nature of leadership, manifested in a particular style of relationship between the immediate leader of the primary working group and the rest of its members, also affects the socio-psychological climate. Workers who perceive shop floor managers to be equally attentive to their work and personal affairs are usually more satisfied with their jobs than those who report that their managers are not attentive to them. According to domestic research, the democratic leadership style of team foremen, the common values and norms of foremen and workers contribute to the formation of a favorable socio-psychological climate.
The next factor influencing the climate of a group is determined by the individual psychological characteristics of its members. Each person is unique and inimitable. His mental make-up is one or another combination of personality traits and properties, creating the originality of the character as a whole. Through the prism of the personality’s characteristics, all influences on it from the outside are refracted external environment. A person’s relationship to these influences, expressed in his personal opinions and moods, in behavior, represents his individual “contribution” to the formation of the group’s climate. Of course, the psyche of a group should not be understood as the sum of the individual psychological characteristics of each of its members. This is a qualitatively new education. However, for the formation of a particular socio-psychological climate of a group, it is not so much the individual properties of its members that matter, but the effect of their combination. The level of psychological compatibility of group members is also a factor that largely determines its climate.
Summarizing what has been said, we highlight the following main factors influencing the socio-psychological climate of the primary work group.
Impacts from the macro environment : characteristics modern stage socio-economic and socio-political development of the country; the activities of higher structures managing this organization, its own management and self-government bodies, public organizations, connections of this organization with other city and district organizations.
Impacts from the microenvironment: material and material sphere of activity of the primary group, purely socio-psychological factors (specifics of formal and informal organizational connections in the group and the relationship between them, group leadership style, level of psychological compatibility of workers).
Of course, when analyzing the socio-psychological climate of the primary working group in any specific situation, it is impossible to attribute any influence on it to only the macroenvironment or only the microenvironment. The dependence of the climate of the primary group on the factors of its own microenvironment is always determined by the macroenvironment. At the same time, when solving the problem of improving the climate in any primary group, priority attention should be paid to microenvironmental factors. After all, it is here that the effect of targeted influences is most clearly visible.
TOPIC: INTERPERSONAL CONFLICT SITUATIONS AND THEIR OVERCOMING
1 The main types of interpersonal conflicts and their development.
2. ways to resolve interpersonal conflict situations
3.development of skills for effective interaction in complex situations of human relations.
MAIN TYPES OF INTERPERSONAL CONFLICTS AND THEIR DEVELOPMENT
Between personality conflicts- these are situations of contradictions, disagreements, clashes between people. Οʜᴎ are characterized by the same features as any conflicts: the presence of contradictions that are significant for the parties; it is extremely important to resolve them for the normalization of relations between the parties and their effective interaction; actions of the parties aimed at overcoming the contradictions that have arisen, realizing their own interests, etc.
Τᴀᴋᴎᴍ ᴏϬᴩᴀᴈᴏᴍ, interpersonal conflict is a situation based on a contradiction perceived and experienced by the participants in the situation (or, according to at least, one of them) as a significant psychological problem that requires its resolution and causes the activity of the parties aimed at overcoming the contradiction that has arisen and resolving the situation in the interests of both or one of the parties.
Just as personal conflicts differ in what specific problems are affected by the contradiction that has arisen, the following main types can be distinguished: interpersonal conflicts.
Value conflicts- these are conflict situations in which disagreements between the participants are associated with their conflicting or incompatible ideas, which are especially important to them significant character.
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A person’s value system reflects what is most significant for him, full of personal meaning, and meaning-forming. For example, if we are talking about work, value will be what a person sees for himself as the main meaning of work (is it a source of livelihood for him, an opportunity for self-realization, etc.); the values of family relationships will be what the spouses see for themselves as the meaning of the family’s existence and what it should be like, etc. Finally, a person’s system of basic values may include his ideological, religious, moral and other ideas that are significant to him.
Differences in values, however, do not necessarily lead to conflict, and "people of different beliefs, political and religious views can work together successfully and have good relationships. A conflict of values occurs when these differences influence the way people interact or begin to "infringe" "on each other's values. Dominant values perform a regulatory function, directing the actions of people and thereby creating certain models of their behavior in interaction. If the basis of the behavior of the participants in the interaction has different dominant values, they can come into conflict with each other and give rise to conflicts Finally, people often tend to convince each other by imposing their views, tastes, points of view, etc., which can also lead to conflicts.
Conflicts of interest- these are situations affecting the interests of the participants (their goals, plans, aspirations, motives, etc.), which turn out to be incompatible or contradictory to each other. For example, spouses have different plans for their upcoming vacation, the boss intends to send a subordinate on a business trip, who is not going to leave the city until the end of the month, etc. Their interests contradict each other, but perhaps they will be able to find an option to combine them. Another type of conflict of interest concerns cases where they are incompatible. Such situations are often called resource conflicts, since their participants claim the same resource - a material object, finances, the same position, etc. Each party is interested in obtaining the resource it needs or a more profitable (in terms of quantity and/or quality) part shared resource. They strive for the same thing, they have the same goals, but due to singularity or limited resources, their interests contradict each other. This type of conflict includes all conflict situations that involve problems of distribution (of a resource that must be divided) or arising from competition for the possession of something (a resource that is indivisible, for example, one position, for which is claimed by two). We constantly encounter problems of this kind in our everyday life: for example, the financial resources available to a family are a divisible resource, posing the problem of distribution of funds, and a single television is an indivisible resource, and in this regard in a debate about which program to watch, preference can only be given to one.
Another type of common interpersonal conflict is conflicts arising from violation of norms and rules of interaction. The norms and rules of joint interaction are its integral part, performing the functions of regulating this interaction, without which it turns out to be impossible. Οʜᴎ can have an implicit (hidden, implied) nature (for example, compliance with etiquette standards, which does not have to be agreed upon, adherence to them is taken for granted) or be the result of special agreements, sometimes even written (for example, the agreed contribution of each participant to the common labor interaction), but in any case, their violation may lead to the emergence of disagreements, mutual claims or conflicts between the participants in the interaction.
The reasons for violations of norms and rules can be of different nature.
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Someone may unwittingly break the rules accepted in the team simply because, as a newcomer, he does not yet know them. Deliberate violation of group norms or rules or family life is associated with a desire to revise them (for example, a teenager comes home later than the time indicated by his parents and has a discussion with them about the fact that he is already an adult and should not follow these rules like a child).
Distinguishing the nature of the conflict - whether it is related to people's values, their interests or the rules of interaction - is considered important, since this largely determines the nature of their resolution. As we have seen, these types of conflict differ in which aspects of interpersonal relationships or interpersonal interaction affected by the conflict. Moreover, the same reasons can give rise to different types conflicts. For example, such a conflicting everyday situation, such as quarrels between a father and his daughter because she does not clean up after herself, does not keep her things in order, etc., can have a different nature - violation of the norms and rules of interaction ( “You’re not doing your chores that we agreed on”), conflicting interests (“I have to meet my colleagues at home sometimes, and I don’t want to have to clean up every time or feel embarrassed for the mess in our house”) or value differences ( “If a person’s room is a mess, he will not be able to achieve order in his affairs”).
Τᴀᴋᴎᴍ ᴏϬᴩᴀᴈᴏᴍ, the nature of the conflict (conflict of values, or interests, or norms and rules of interaction) is determined by the nature of the problem that generates contradictions between the participants in the situation, and the reason for its occurrence is determined by the specific circumstances of their interaction. Along with these factors of conflict (problem and cause), it is also advisable to mention reason for the conflict representing a specific event that transforms hidden difficulties into a layer of open conflict interaction. The reason is often present in situations where the conflict develops gradually, sometimes in the form of increasing hidden tension, and turns into an open clash under the influence of an event, as “the last straw overflows the cup of patience” or is deliberately used as a pretext for “attacking” the partner.
In addition to these parameters, a significant characteristic for describing a conflict is its severity, which manifests itself in the severity of the confrontation between the parties.
The severity of the conflict depends on a number of factors, among which the most significant can be noted. These include, first of all, the already mentioned nature of the problems affected by the conflict. Any conflict is based on problems that are significant for people, but the degree of their significance should be different. The more significant the problems affected by the conflict are for a person, the less inclined he is to make concessions and compromises.
Further, the degree of a person’s emotional involvement in the conflict plays an important role. It, in turn, depends on the significance of the issues raised, but is also determined personal characteristics participants in the conflict, as well as the history of their relationships. The disposition to “fight”, to “win” in a conflict confrontation should be a consequence of a person’s individual inclination to dominate, to competitive relations, to rivalry; In everyday communication, when we sometimes encounter similar manifestations, we call such people conflicted because of their tendency to “fight.” A person’s behavior in a conflict can also be influenced by the experience of his previous relationships with the opposing participant in the conflict situation. So, if these people have repeatedly found themselves in situations of disagreement, and conflicts have arisen between them before, then a new conflict situation may cause them to have a more acute emotional reaction.
Long-term accumulated tension, hostility, and unfavorable experience of previous communication between participants in the situation can lead to the fact that conflicts, instead of a way to solve problems existing between people, actually become a means of expressing hostility, hostility, negative emotions participants in the conflict. Their antagonism, the open expression of negative feelings towards each other, the emotional “blows” they inflict and receive, push into the background the problem that caused the conflict. Conflicts in which the goal of their participants is the open expression of accumulated emotions and hostility are called unrealistic. When the conflict is aimed at pursuing goals related to the subject of disagreement, it has a realistic character.
However, the severity of the conflict can be reduced and thereby facilitate the process of its resolution, if it is possible to reduce the significance of the problems raised in the conflict (for example, by creating alternatives or compromise options), reduce or, if possible, eliminate the emotional intensity of discussing the problem and stay in within the framework of a realistic approach to solving the problem, preventing the conflict from turning into an unrealistic plan.
The modern understanding of conflict rejects that unambiguously negative view of conflicts as a pathological and destructive phenomenon, which was characteristic in the past when analyzing human relations (regardless of whether we were talking about interaction in a team or about relationships in society). Interpersonal conflict as a fact of disagreement, different positions, different interests of people in itself is neither bad nor good. Like a crisis, it contains risk, the danger of deterioration or destruction of people’s relationships, but also the opportunity to clarify them, relieve tension and come to mutual understanding. Moreover, specialists are developing ideas about the positive potential functions of conflict, which is a signal of trouble, a signal for change. The general formula for the possible positive effect of conflict should be formulated as follows: conflict leads to change, change leads to adaptation, adaptation leads to survival. In relation to the field of human relations, this means that if we perceive conflict not as a threat or danger, but as the extremely important importance of changes in our interaction, then thanks to this we adapt to the new situation, circumstances, position of each other (what required changes) , and this allows us to maintain our relationship. For example, often a teenager’s conflicts with his parents are a reflection of his growing need for independence, his emerging sense of “adulthood.” If parents understand this and are aware of the extreme importance of some changes in their relationship with their son, rearrange their requirements for him taking into account his changing capabilities, their new adaptation to each other, arises new level their relationship, which continues to be close and good. At the same time, transforming conflict from a threat to destroy our relationships into a factor in their renewal and preservation requires us, first of all, to behave constructively in situations of interpersonal conflicts.
WAYSPERMISSIONS INTERPERSONAL CONFLICT SITUATIONS
According to experts in the field of conflict resolution, the interaction strategies chosen by the participants in a conflict situation become the decisive factor in its constructive overcoming.
Behavioral strategies of participants in interpersonal conflict situations fall into three main categories.
Power strategies include the strategies of behavior of the participants in the conflict aimed at achieving one’s own interests without taking into account the interests of the partner. Psychologically, they are described in terms of dominance, competition, rivalry. At the same time, orientation towards one’s own goals can be realized in tough behavior - assertiveness, the use of tough arguments, issuing ultimatum demands, emotional pressure on a partner, etc.: however, a participant in a conflict can also resort to “soft”, manipulative forms of influence on a partner, trying to outplay, outwit him, using persistent requests and other techniques, creating such emotional pressure on the partner that it is difficult to resist. Despite the external differences in specific behavior, these strategies are distinguished by an exclusive focus on achieving one’s own goals and integrating the interests of the partner. Their use means the desire to win their point of view, their goal is to assert their own position, realize their interest, ᴛ.ᴇ. own victory.
Another group of interaction strategies in conflict is formed by such forms of behavior that are based on desire to avoid conflict. Οʜᴎ may have the nature of ignoring the problem, not recognizing the existence of a conflict, avoiding the problem instead of solving it. For example, a mother, who finds herself helpless in the face of the impudent behavior of her teenage son, takes a position of ignoring, not recognizing the real problems of their interaction, explaining to herself his rudeness by fatigue and nervousness. Another form of avoiding conflict is compliance, a willingness to neglect and sacrifice one’s interests and goals. It can have a justified, rational character in cases where the subject of the conflict is not too significant for a person, when the chances of achieving one’s goal are small or the “flail” of victory may be excessive, etc.
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In those cases when compliance is not justified in any way, it is regarded as an inability to defend one’s interests, as an unconstructive approach to conflict resolution.
In contrast to those considered, the third group of strategies is regarded as the most effective way to resolve interpersonal conflicts. It brings together a variety of negotiation strategies leading to solutions, more or less satisfying the interests of both parties.
There are two fundamental models of negotiations - the model of “mutual benefits” and the model of “concessions of rapprochement” (“bargaining”). In the first case, it is possible to find solutions to the problem that fully satisfy the interests of both parties. This is possible in situations where the interests of the parties, although contradictory, are not incompatible. The second model is used in cases where the interests of the parties are incompatible and only compromise solutions obtained through concessions by the parties are possible (it is for this reason that this type of negotiation is often illustrated using a “purchase and sale” situation, when the interests of the parties are opposite and as a result After bargaining, they come to a solution acceptable to both parties). In any case, negotiation strategies for resolving conflicts are united by the fact that the interaction of participants from contradictory becomes coordinated, based on a common interest (“We must solve this problem together”).
The resolution of a conflict can be considered final only if the participants in a conflict situation not only find some solution to the problem that has become the subject of their disagreement, but come to this solution as a result of agreement. This allows us to count not only on the elimination of controversial issues dividing them, but also on the restoration and normalization of their relations and interactions that could have been disrupted as a result of the conflict. Agreement between the parties regarding one or another solution is possible only as a result of agreements between the parties; it is in this regard that negotiation strategies - regardless of whether we are talking about an official business situation or clarification of relations between spouses - are considered truly constructive ways of resolving interpersonal conflicts.
The modern position of specialists in the field of human relations is that conflict must be managed, and managed in such a way that we can enhance its constructive output and result and, on the contrary, reduce potential adverse consequences. The decisive factor in this case is the interest of the participants in the conflict situation in its resolution and in the preservation and continuation of their relationships. It is important, as is clear from the previous presentation, that the participants choose constructive, effective strategies of behavior. At the same time, a number of other factors may influence how easy or difficult it will be for us to find a constructive way out of the conflict.
One of these factors is the already mentioned severity of the conflict, manifested in the severity of the confrontation between the parties. The severity of the conflict, in turn, is determined by the nature of the problems affected by the conflict. Value conflicts, according to experts, are the most difficult to regulate, since the special significance of values for an individual makes concessions and compromises in situations where they collide especially difficult; in this regard, in the field of value confrontations, social scientists are developing ideas for the coexistence of values. Potentially more acute ones also include resource conflicts in which the interests of their participants are incompatible. Situations with fundamentally compatible interests of the participants or with disagreements regarding the norms and rules of interaction, on the contrary, are considered less difficult to resolve.
Another important factor is the characteristics of the parties to the conflict. conflicting parties. Among them, it is worth noting that the proportion of interpersonal conflicts is quite optimistic: conflicts are manageable and can be successfully resolved. Awareness of the role of negotiation strategies and skills of effective behavior in conflicts has led to increased attention to the possibility of developing and shaping these skills.
DEVELOPING SKILLS FOR EFFECTIVE INTERACTION IN COMPLEX SITUATIONS OF HUMAN RELATIONS
Contradictions between people are inevitable, if only because of their inherent differences - differences in characters, life experiences, positions and attitudes to life. How conflicts end, with what result - losses, or perhaps gains - we come out of them, depends on how we perceive these situations and how we behave in them.
A typical response to conflicts is increased emotionality in their perception and assessment. Emotional experiences in conflict situations to a large extent due to the fact that we cannot prove that we are right, which is so obvious to us, that we cannot assert our, as it often seems to us, the only the right point vision, with the feeling that we are not understood (or do not want to understand), that our opponent or even adversary is showing hostility towards us, that our relationships are deteriorating and, if this happens in the family or at work, serious complications may follow .
However, this is far from the most effective way of dealing with conflicts. A person’s maturity is largely determined by how he reacts to problems in communicating with others and how he solves them.
We examined possible strategies of behavior of participants in conflicts and identified those that were called negotiation, as constructive and potentially leading to agreements and restoration of relations. Unfortunately, our everyday consciousness is often aimed at winning. People are determined to defend their point of view (after all, we know that we are absolutely right), getting excited and convincing each other. If our “enemy,” just like us, is absolutely confident that he is right (and this is usually the case in conflicts), then this mutual persuasion is unlikely to lead to success, but it can cause complications in the relationship. Even if we try to end a protracted dispute, the taste of disagreement may linger for a long time.
The emotional reaction of the participants in the conflict in these cases is often associated with the fact that a person perceives his own position as part of his “I”, his personality. It is in connection with this that a person defends it so much; he is actually defending himself. But admitting one’s own delusion or mistake in a particular case does not at all mean admitting one’s personal failure. Try not to establish a rigid connection between your “I” and your position, otherwise it will indeed become a matter of honor for you to defend your point of view, and we have already talked about what this leads to. It is important to help your partner in this regard; therefore, during negotiations they usually recommend discussing the problem and. Perhaps, when criticizing the proposed options for its solution, in no case should you criticize the personality of the “author”, but the point of view. Talk about ways out of the conflict, and not about the personality of your partner.
The benefits of dialogue have been convincingly proven by special studies and practical experience. The easiest way to get a partner to cooperate is by demonstrating your readiness for it. Who inspires trust? The one who was previously ready to meet halfway, who, during previous contacts, was inclined to show a readiness to understand, to take into account not only his own interests, but also the interests of his partner. If others have an idea of you as an unyielding, tough person, you should not be surprised.
SOCIAL PSYCHOLOGICAL CLIMATE OF A GROUP - concept and types. Classification and features of the category "SOCIAL PSYCHOLOGICAL CLIMATE OF THE GROUP" 2017, 2018.
by the team are called a type of social community and a set of individuals who interact with each other in a certain way, are aware of their belonging to this community and are recognized as its members from the point of view of others. Unlike other social communities, the collective is characterized by the following main features:
1) sustainable interaction , which contributes to the strength and stability of its existence in space and time;
2) clearly expressed homogeneity of composition , that is, the presence of characteristics inherent in the team;
3) relatively high degree of cohesion based on the unity of views, attitudes, positions of team members;
4) structured - a certain degree of clarity and specificity of the distribution of functions, rights and duties, responsibilities between team members;
5) organization , that is, orderliness, subordination of the collective to a certain order of conducting joint collective life activities;
6) openness - that is, readiness to accept new members.
Qualitative and quantitative indicators of all these main features are united by the concept of “social and psychological climate of the team”
Socio-psychological climate (from the Greek klima (klimatos) - slope) - the qualitative side of interpersonal relationships, manifested in the form of a totality psychological conditions that promote or hinder productive joint activities and the comprehensive development of the individual in the group.
Synonyms for the concept of socio-psychological climate are moral and psychological climate, psychological climate, psychological atmosphere of the team. This term, now widely used, is often put on a par with the concepts of spiritual atmosphere, team spirit and prevailing mood.
The most important signs of a favorable socio-psychological climate:
Trust and high demands of group members towards each other;
Friendly and businesslike criticism;
Free expression of one’s own opinion when discussing issues affecting the entire team;
Lack of pressure from managers on subordinates and recognition of their right to make decisions that are significant for the group;
Sufficient awareness of team members about its tasks and the state of affairs in their implementation;
Satisfaction with belonging to a team; a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the team members;
Acceptance of responsibility for the state of affairs in the group by each of its members, etc.
Social and psychological climate of the team reflects the nature of relationships between people, the prevailing tone of public mood in the team, associated with satisfaction with living conditions, style and level of management and other factors. The socio-psychological climate of the team is associated with a certain emotional coloring psychological connections collective, arising on the basis of their proximity, sympathies, coincidence of characters, interests and inclinations.
The SBC of a team is always characterized by an atmosphere specific to the joint activities of people, the mental and emotional state of each participant, individual, and undoubtedly depends on the general state of the people around him. In turn, the atmosphere of a particular community or group is manifested through the nature of the mental mood of people, which can be active or contemplative, cheerful or pessimistic, purposeful or anarchic, everyday or festive, etc.
Not only in sociology, but also in psychology, the point of view has been established, according to which the main structure of the forming SPC is mood. Let us refer, in particular, to the statement of the famous Soviet psychologist K.K. Platonov, according to whom the socio-psychological climate (as a property of a group) is one (albeit the most important) of the components of the internal structure of a group, is determined by interpersonal relationships in it, creating persistent moods of the group, on which the degree of activity in achieving goals depends.
The climate of the collective is the prevailing and relatively stable mental mood of the collective, which finds diverse forms of manifestation in all its life activities.
Scientists note dual nature socio-psychological climate of the team. On the one hand, he is some subjective reflection in group consciousness the whole set elements social situation, the whole environment. On the other hand, having arisen as a result of the direct and indirect influence of objective and subjective factors on the group consciousness, the socio-psychological climate acquires relative independence, becomes an objective characteristic of the team and begins to have a reverse influence on collective activity and individuals.
Socio-psychological climate- This not static, but very dynamic education. This dynamic manifests itself in the process of collective formation, and in the conditions of functioning of the collective. Scientists have recorded two main stages in the process of collective formation. At the first stage main role the emotional factor plays a role. During this period, there is an intensive process of psychological orientation, establishing connections and positive relationships. At the second stage, cognitive processes become increasingly important. During this period, each person acts not only as a potential or real object of emotional communication, but also as a bearer of certain personal qualities, social norms and attitudes. It is at this stage that the formation of common views, value orientations, norms and symbols occurs.
Another aspect that characterizes the dynamics of the socio-psychological climate of the team is the so-called "climate disturbance". TO " “climate disturbances” include natural fluctuations in the emotional state of a team, periodically occurring ups and downs in mood among the majority of its members, which can occur either within one day or over a longer period. They are associated with changes in the conditions of interaction within the group or changes in the environment. The term “climate disturbances” carries both negative and positive connotations, since these disturbances can interfere with, or can also benefit the life of the collective
Social and psychological factors of organizational effectiveness:
- Focus , characterizing the goals of joint interaction, i.e. the needs, value orientations of members of the organization, means and methods of interaction.
- Motivation , revealing the reasons for the labor, cognitive, communication and other activities of members of the organization.
- Emotionality , manifested in the emotional attitude of people to interaction, in the specifics of emotional, informal relationships in the organization.
- Stress resistance , characterizing the organization’s ability to coordinately and quickly mobilize the emotional and volitional potential of people to counteract destructive forces.
- Integrity , ensuring the necessary level of unity of opinions and consistency of actions.
- Organization , due to the peculiarities of management and self-government processes.
An important condition for the effective functioning of organizations is the presence in it of a favorable socio-psychological climate (SPC), which includes many of the above factors.
Structure of the socio-psychological climate
An essential element in the general concept of socio-psychological climate is the characteristics of its structure. This involves calculating the main components within the phenomenon under consideration according to some unified basis, in particular according to the category of relationship. Then within the structure of the SEC the presence becomes obvious two main divisions – people’s attitudes towards work and their relations towards each other.
In its turn relationship with each other differentiated into relationships between workmates and relationships in the system of leadership and subordination.
Ultimately, the entire diversity of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective.
Under the subject mood implies the direction of attention and the nature of a person’s perception of certain aspects of his activity. Under the tonal– his emotional attitude of satisfaction or dissatisfaction with these parties.
The psychological climate of the collective, which reveals itself primarily in the relationships of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people’s attitudes towards the world as a whole, their attitude and worldview. And this, in turn, can manifest itself in the entire system of value orientations of an individual who is a member of a given team. Thus, climate manifests itself in a certain way in the attitude of each member of the team to himself. The last of the relations crystallizes into a certain situation - social form self-attitude and self-awareness of the individual.
As a result, a certain structure of immediate and subsequent, more immediate and more indirect manifestations of the socio-psychological climate is created.
The fact that attitude towards the world(system of value orientations of the individual) and attitude towards oneself(self-awareness, self-attitude and well-being) fall into the rank subsequent and not the nearest ones climate manifestations, is explained by their more complex, multiply mediated dependence not only on the situation of a given collective, but also on a number of other factors, on the one hand, macro-scale, on the other, purely personal.
Indeed, a person’s relationship to the world is formed within the framework of his way of life as a whole, which is never exhausted by the objects of one or another, even the most significant group for him.
The situation is similar with the attitude towards oneself. A person’s self-awareness develops throughout his life, and his well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on his family and living situation and physical health individual.
This, of course, does not remove the possibility of considering the individual’s self-esteem and well-being in this particular group and depending on it.
The well-being of an individual in a team is reflected in the individual’s relationship to a certain group as a whole, the degree of satisfaction with his position and interpersonal relationships in
In its meaning, SPC is close to the concept of team cohesion, which is understood as the degree of emotional acceptability and satisfaction with the relationships between group members. The cohesion of the team is formed on the basis of the similarity of ideas of workers on significant issues of the life of their team.
The most important problem in studying the SEC is identifying the factors that shape it. The most important factors determining the level of psychological climate of the production team are the personality of the manager and the system of selection and placement of administrative personnel. It is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as the individual characteristics of the team members.
The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the encouragement and punishment of team members, their promotion, and the organization of workers’ work depend on it. Much depends on his leadership style.
Let's give short description these styles.
1) Directive (autocratic). At strict application In this leadership style, the leader organizes his behavior in accordance with the principles of the formal structure. Such a leader keeps his distance from the team and tries to avoid informal contacts. He assumes full power and responsibility for what is happening in the organization, tries to personally control the entire scope of relationships in the organization, paying attention not only to the result, but also to the process. Decisions are made by him alone, employees receive only the most necessary information to complete their work. A leader of this type, as a rule, is powerful, demanding, and focused only on the target function.
2) Democratic (consultative). This type of leadership combines an orientation towards both the formal and informal structure of the relationship between the manager and his subordinates. The leader strives to divide power between himself and his subordinates, takes into account the opinion of the team when making decisions, and strives to control only final result, without going into details of the process. The employees of such a manager receive fairly complete information about their place in the overall task and about the prospects of their team.
3) The liberal (permissive) leadership style is maximally focused on maintaining informal relationships with employees, delegating their powers and responsibilities to them. The manager gives his subordinates complete freedom, they organize their activities independently, and decisions are made collectively. The manager only, if necessary, intervenes in the production process, exercises control, and stimulates work.
It is these representatives of management who are called upon to most actively participate in the constant, sustainable reproduction of such mental states as sympathy and attraction, a positive emotional background of communication, interpersonal attractiveness, a sense of empathy, complicity, the ability to remain oneself at any time, to be understood and positively perceived ( regardless of your individual psychological characteristics).
Optimal management of activities and socio-psychological climate in any (including work) team requires special knowledge and skills from management. The following special measures are applied: scientifically based selection, training and periodic certification of management personnel; staffing primary teams taking into account the factor of psychological compatibility; the use of socio-psychological methods that contribute to the development of skills of effective mutual understanding and interaction among team members (see Socio-psychological training; Business game).
In his activities to optimize the socio-psychological climate, the manager should rely on the most active, conscious, authoritative members of the team.
SEC is the result of joint activities of people, their interpersonal interaction. It manifests itself in such group effects as the mood and opinion of the team, individual well-being and assessment of the living and working conditions of the individual in the team. These effects are expressed in the relationships associated with the labor process and decision common tasks team. Members of a team as individuals determine its social microstructure, the uniqueness of which is determined by social and demographic characteristics (age, gender, profession, education, nationality, social origin). Psychological characteristics individuals contribute or hinder the formation of a sense of community, that is, they influence the formation of the socio-psychological climate in the work team.
Foreign researchers highlight such an important psychological concept as trust, which is the basis of organizational success (Robert Bruce Shaw). On the one hand, trust is a problem of relationships between people, i.e. an important component of the organization's security system. But from a broader point of view, trust is a powerful universal force that influences almost everything that happens within an organization and in the relationships between organizations and is at the same time a structural and cultural characteristic of the organization. R.B. Shaw identifies the factors that form trust. This is decency, competence, loyalty, openness of the company's employees. All these factors are considered in interrelation as the “social capital” achieved in the organization.
A certain system of indicators has been developed, on the basis of which it is possible to assess the level and condition of the SEC. When studying it using a questionnaire, the main indicators are usually taken as follows:
Satisfaction of the organization's employees with the nature and content of work;
Relationships with work colleagues and managers;
Satisfaction with leadership style;
Level of conflict in relationships;
Level vocational training personnel.
By asking questions to respondents, the researcher finds out the range of problems of the organization. Mathematical data analysis allows us to identify the characteristics and factors of favorable and unfavorable SPC, the formation and improvement of which requires managers and psychologists in companies to understand the emotional state of people, mood, and relationships with each other.
EXAMPLE OF REPORT STRUCTURE
based on the results of assessing the socio-psychological climate of the Company
A favorable socio-psychological climate is a condition for increasing labor productivity, employee satisfaction with work and the team. Forming and improving the socio-psychological climate is a practical task for managers of any rank.
Effective management of “human resources” and the creation of an optimal socio-psychological climate are put forward among the factors of economic success.
The study of the socio-psychological climate of a team has long attracted the attention of psychological researchers. Today there are more than a hundred definitions of this phenomenon and no fewer methods for studying it.
V. M. Shepel was one of the first to try to reveal the content of the concept of socio-psychological climate; he spoke about the socio-psychological climate as the emotional coloring of the psychological connections of team members, arising on the basis of their closeness, sympathy, coincidence of characters, interests and inclinations. He also identified three “climate zones” in this concept: the social climate, which is determined by the extent to which the enterprise’s employees are aware of common goals and objectives, and the extent to which the observance of all constitutional rights of workers as citizens is guaranteed. The moral climate, which is determined by the moral values generally accepted in a given team, and the psychological climate, that is, the informal atmosphere that develops between workers who are in direct contact with each other. That is, the psychological climate is a microclimate, a zone of action, which is much more local than the moral and social one.
E. S. Kuzmin believes that the concept of psychological climate reflects the nature of relationships between people, the prevailing tone of public mood, the level of management, conditions and characteristics of work and rest in a given team.
B. F. Lomov includes in the concept of psychological climate a system of interpersonal relationships that are psychological in nature (sympathy, antipathy, friendship); psychological mechanisms of interaction between people (imitation, empathy, assistance); a system of mutual demands, a general mood, a common style of joint work, intellectual, emotional and volitional unity of the team. .
The most important signs of a favorable socio-psychological climate: trust and high demands of team members towards each other; friendly and business-like criticism; free expression of one’s own opinion when discussing issues affecting the entire team; lack of pressure from managers on subordinates and recognition of their right to make decisions that are significant for the team.
Socio-psychological climate is the state of interpersonal relations in the work team. A favorable socio-psychological climate contributes to the growth of labor productivity in the team, satisfaction with the work of team members and its cohesion.
Analysis of various points of view on the content of the concept of socio-psychological climate allows us to conclude that it represents the prevailing and relatively stable mental mood of the team, which finds diverse forms of manifestation in all its life activities.
The structure of the socio-psychological climate is determined by the system of relationships that have developed in the team between its members and can be characterized by elements that represent a synthesis of social and interpersonal relations. The study of communication connections in a team based on the number and direction of contacts and their content may indicate the state of relationships in it. Communication connections in a team act as empirical indicators of the socio-psychological climate.
Also, the main indicators of the socio-psychological climate of the work team are the desire to maintain the integrity of the group, compatibility, harmony, cohesion, contact, openness, responsibility. Let's briefly consider the essence of these indicators.
Cohesion is one of the processes that unites a unit. Characterizes the degree of commitment to the group of its members. It is determined by two main variables - the level of mutual sympathy in interpersonal relationships and the degree of attractiveness of the group for its members.
Responsibility – control over activities in terms of compliance with the rules and regulations adopted in the organization. In departments with a positive socio-psychological climate, employees strive to take responsibility for the success or failure of joint activities.
Contact and openness determine the degree of development of personal relationships between employees and the level of psychological closeness between them.
The socio-psychological climate as an integral state of the team includes a whole complex of different characteristics. Characteristics of a favorable socio-psychological climate:
– the team is dominated by a cheerful, cheerful tone of relationships between employees, optimism in the mood; relations are built on the principles of cooperation, mutual assistance, goodwill; team members enjoy participating in joint activities and spending free time together; approval and support prevail in relationships, criticism is expressed with good wishes;
– in the team there are norms of fair and respectful treatment of all its members, they help newcomers;
– the team highly values such personality traits as integrity, honesty, hard work and selflessness;
– team members are active, full of energy, they respond quickly if there is a need to do something useful for everyone, and achieve high performance in work and professional activities;
– the successes or failures of individual team members evoke empathy and sincere participation of all team members.
Characteristics of an unfavorable socio-psychological climate:
– a depressed mood and pessimism prevail in the team; there is conflict, aggressiveness, people’s antipathy towards each other, and there is rivalry; team members exhibit negative attitudes toward closer relationships with each other;
– in the team there are no norms of justice and equality in relationships, they treat the weak with contempt, often ridicule them, newcomers feel superfluous, alien;
– such personality traits as integrity, honesty, hard work, selflessness are not held in high esteem;
– members of the team are inert, passive, some strive to isolate themselves from the rest, the team cannot be raised to a common cause;
– the successes or failures of one person leave the rest of the team indifferent, and sometimes cause unhealthy envy;
– in difficult cases, the team is not able to unite, confusion, quarrels, and mutual accusations arise; The team is closed and does not seek to cooperate with other teams.
Of great importance for the formation of a socio-psychological climate is the awareness of staff of common goals with the organization. When the company climate is “right,” “strong,” and positive, employees want to do what they are supposed to do. People perform their work with energy and enthusiasm because they view the organization's goals as their own goals to strive for.
In the studies of domestic social psychologists K. K. Platonov, A. A. Rusalinova, V. M. Shepel, B. D. Parygin, A. N. Shcherban and others, the phenomenon of socio-psychological climate includes the concept of the state of the psychology of the organization as a whole, which integrates private group states. A certain system of indicators has been developed, on the basis of which it is possible to assess the level and state of the climate. When studying it using a questionnaire, the main indicators are usually taken as follows: satisfaction of the organization’s employees with the nature and content of work, relationships with work colleagues and managers, the company’s management style, the level of conflict in relationships, and professional training of personnel.
Foreign researchers highlight such an important psychological concept as trust, which is the basis of a favorable socio-psychological climate in a team. On the one hand, trust is a problem of relationships between people, and a powerful universal force that influences almost everything that happens within an organization and in relations between organizations and at the same time is a structural and cultural characteristic of the organization. R.B. Shaw identifies factors that form trust. These are decency, competence, loyalty, and openness of the company’s employees. All these factors are considered in interrelation as the “social capital” achieved in the organization.
K. Argyris, based on his studies of the socio-psychological climate in the bank, gave it the following definition: “the official policy of the organization, the needs of employees, values and individuality that operate in a self-preserving complex, living and constantly developing system.” Now the concept of “climate” is understood as the organizational influence on the motivation and behavior of employees, i.e. it includes aspects such as organizational structure, reward systems, and the perceived support and friendly participation of managers and colleagues. Climate refers to the team's overall view of organizational policies, activities, and events, both formal and informal. In addition, climate is the clear goals of the organization and the means used to achieve it."
An essential element in the general concept of socio-psychological climate is the characteristics of its structure. This involves calculating the main components within the framework of the phenomenon under consideration according to some unified basis of the socio-psychological climate, in particular according to the category of attitude. Then in the structure it becomes obvious that there are two main divisions - people’s attitude to work and their attitude to each other (Figure 1).
Figure 1 – Structure of the socio-psychological climate
In turn, relationships with each other are differentiated into relationships between workmates and relationships in the system of leadership and subordination.
Ultimately, the entire diversity of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective. By subject-matter we mean the direction of attention and the nature of a person’s perception of certain aspects of his activity. Under the emotional mood is his emotional attitude of satisfaction or dissatisfaction with these aspects.
The psychological climate of the collective, which reveals itself primarily in the relationships of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people’s attitudes towards the world as a whole, their attitude and worldview. And this, in turn, can manifest itself in the entire system of value orientations of an individual who is a member of a given team. Thus, climate manifests itself in a certain way in the attitude of each member of the team to himself. The last of the relationships crystallizes into a certain situation - a social form of self-attitude and self-awareness of the individual.
As a result, a certain structure of immediate and subsequent, more immediate and more indirect manifestations of the socio-psychological climate is created.
The formation of the socio-psychological climate is influenced by a number of macro- and microenvironmental factors.
Macroenvironmental factors include the socio-political situation in the country, the economic situation in society, the standard of living of the population, the organization of life of the population, socio-demographic factors, regional and ethnic factors. Microenvironmental factors are the material and spiritual environment of the individual in the work collective. Microenvironmental factors include: objective - a complex of technical, sanitary and hygienic, organizational elements, as well as subjective - the nature of official and organizational connections between team members, the presence of friendly contacts, cooperation, mutual assistance, leadership style.
A favorable climate is experienced by every person as a state of satisfaction with relationships with fellow workers, managers, their work, its process and results. This improves a person’s mood, his creative potential, and has a positive effect on the desire to work in a given team, to use his creative and physical powers for the benefit of those around him. An unfavorable climate is individually experienced as dissatisfaction with relationships in the team, with managers, conditions and content of work. This affects a person’s mood, his performance and activity, and his health.
The essence of each person is revealed only in connections with other people and is realized in forms of collective interaction, in communication processes. Through relationships, a person realizes his social value. Thus, self-esteem acts as a group effect, as one of the forms of manifestation of the socio-psychological climate.
Assessing one's position in the system of social relations and personal connections gives rise to a feeling of greater or lesser satisfaction with oneself and others. The experience of relationships affects moods and causes an improvement or deterioration in a person’s psychological well-being. Through imitation, infection, suggestion, and persuasion, various moods in a group spread to all people and, reflected again in their consciousness, create the psychological background of collective life. Psychological well-being and mood, characterizing the mental state of people, indicate the quality of the socio-psychological climate in the team. Self-esteem, well-being and mood are socio-psychological phenomena, a holistic reaction to the influence of the microenvironment and the entire complex of conditions for human activity in a team. They act as subjective forms of manifestation of the socio-psychological climate.
The well-being of people and, through it, the general climate of the team is influenced by the characteristics of mental processes (intellectual, emotional, volitional), as well as the temperament and character of the team members. In addition, an important role is played by a person’s preparation for work, that is, his knowledge, skills and abilities. A person’s high professional competence evokes respect; it can serve as an example for others and thereby contribute to the growth of the skills of people working with him.
At different stages of development of the work collective, the dynamics of the modality of emotionality of relationships is observed. At the first stage of the formation of a team, the emotional factor plays a major role (an intensive process of psychological orientation, the establishment of connections and positive relationships is underway). At the stage of collective formation, cognitive processes become increasingly important, and each person acts not only as an object of emotional communication, but also as a bearer of certain personal qualities, social norms and attitudes.
Among the factors influencing the socio-psychological climate of the work collective, there is such a socio-psychological phenomenon as “climate disturbance”. “Climate disturbance” arises as a result of changes in the living conditions of a group or the conditions of interaction between people and affects the well-being of the team as a whole or its individual representatives. Depending on the mood of people, “thenic” or “asthenic” “climate disturbances” are distinguished. The content, form, duration, and emotional tone of “climate disturbances” serve as characteristics of its socio-psychological climate, the level of moral development of team members, and the level of stress resistance of people in joint work activities. The prevailing emotional mood in the team does not remain constant not only throughout the working day, but also over a longer period. External emotional factors of collective activity include socio-economic and everyday features of the activity, technological and socio-demographic characteristics of interacting subjects. External and internal (subjective) factors, causing “climate disturbances,” can change the socio-psychological climate in the team.
In modern management practice and theory, there is a tendency to spread informal relationships in organizations and even encourage them. The line between the roles of managers and subordinates is gradually becoming more blurred. Cooperation in organizations is increasingly based on informal connections, which are formed on the basis of trust, open, friendly relations. Informal relationships between employees contribute to the development of a positive socio-psychological climate.
However, not all Russian leaders yet see the advantage of stimulating informal relationships and, on the contrary, are trying to limit them. There are two approaches to the problem of informal relationships. Mostly companies with a Western corporate culture view informal relationships as a natural phenomenon, which is useless to fight, which means informal relationships should be used for the benefit of the organization, managed, and invested in their development.
In parallel with this point of view, there is an opposite point of view, which is held by many large Russian companies, which regard informal relations as harm and a negative phenomenon for industrial relations, which must be combated.
Despite the results of some studies proving the positive role of informal relationships in modern organizations, the opposition between these two approaches continues to remain unresolved. Therefore, there is a need to conduct new research on informal relationships in modern conditions.
In modern Russian companies, corporate events are more treated as a kind of established tradition - organizing large-scale events no more than 1-2 times a year on the occasion of the New Year or the company’s birthday. However, there are alternative options for holding informal meetings of colleagues, for example, you can more often hold lower-budget celebration days, the purpose of which is to sum up certain results, celebrate or consolidate success upon completion of a project, work, plan, overcoming a crisis, reorganization, merger, significant changes. Therefore, the main part of the event may be somewhat formal in nature, but at the same time it allows participants to exchange emotions and impressions of the work done and its results, and encourages relaxed communication, which eliminates the formality of the event. At the end of the official part of the event, as a rule, there is a small buffet, cocktail, barbecue, or buffet.
Another alternative is spending leisure time together after work. Such events are more accessible and no less effective. In some companies, social activities after or outside of work hours are only partially sponsored by the employer. Moreover, the company may not finance this kind of event at all, which could be: bowling, billiards, sauna, swimming pool, cultural programs, paintball, sporting events and many others, but only take upon itself the organization of their holding. The main idea is to provide employees with the opportunity to spend time together outside of a formal setting.
One of the threats to the formation of a favorable socio-psychological climate is conflicts. Conflicts can arise for many reasons. These may be problems of distribution relations with limited resources. Competition for resources takes on a dramatic character due to the identification mechanism - a person identifies himself with the functions performed and perceives the decision made in the distribution of resources as a personal victory or defeat.
Any innovation, to one degree or another, affects the interests of many employees - someone moves to another position, someone is deprived of their usual access to material resources, information and other levers of influence, someone must take on additional workload, someone is forced relearning, abandoning the usual methods of work and mastering new ones - all this inevitably causes more or less acute opposition to innovations and gives rise to conflicts.
There are positional conflicts – the struggle for leadership. Along with formal leadership, processes of competition, initiative, and dominance always appear in business relationships. Any problem in joint work activity can be deliberately used to fight for leadership. Conflicts of this kind are especially typical for organizations with a line-staff structure; they can arise between managers of the same level and deputy managers.
Unsatisfactory communications and quality of information are the causes of conflicts. Conflicts are caused by information that is unacceptable to one of the parties. Information factors may include: incomplete and inaccurate facts, including issues related to the accuracy of the presentation of the problem and the history of the conflict; rumors, involuntary misinformation; premature and late information; unreliability of experts, witnesses, sources of information or data, inaccuracy of translations and media reports; undesirability of disclosing information that may offend the values of one of the parties, violate confidentiality and leave unpleasant memories.
Conflicts are of a socio-psychological nature and usually arise in new teams where an informal structure has not yet been established. IN in this case the conflict is not related to appropriation, but is based on differences in professional thinking, differences in views on the organization of work, the correct solution to production problems, and norms of relationships. This is a kind of ideological conflict. Typically, organizational conflicts due to business disagreements are not widespread, but are acute.
Obviously, the earlier a conflict is detected, the less effort must be made to resolve it constructively. As practice shows, preventing conflicts is no less important than the ability to resolve them constructively. At the same time, it requires less effort, money and time and prevents even those minimal destructive consequences that any constructively resolved conflict has.
The optimal socio-psychological climate consists of certain tools for creating a favorable atmosphere for employees. As the experience of leading domestic and foreign companies shows, such tools include:
– holding competitions “Best Employee of the Month (Year)”, “Best Team”, “Best Store” (for large chain stores);
– holding sports tournaments;
– gifts for holidays in general or for significant dates in the life of an employee (gifts and gift certificates);
– mention of an employee’s name on a product, service or equipment as the author of improvements or best employee;
– placing a photograph in a corporate newspaper or information leaflet;
– priority when planning work and rest time schedules;
– publication of booklets about the company based on the results of its work, including photographs, interviews with the best employees;
– subscription to expensive magazines, payment for membership in clubs or associations of the employee’s choice, and others.
Almost the entire personnel management system can be considered as a set of incentives that directly or indirectly influence employees. The idea of introducing such tools can only be realized if all elements of the personnel management system have a comprehensive motivational impact on personnel. This impact can be direct or indirect, but it is its complex nature that is a necessary condition for the formation and maintenance of a motivation system. With the help of these tools, not only staff motivation increases, but also the socio-psychological climate improves.
Thus, we can conclude that in the conditions of modern scientific and technological progress, interest in the phenomenon of the socio-psychological climate of the team is constantly growing. The relevance of this problem is dictated, first of all, by the increased requirements for the level of psychological involvement of the individual in his labor activity and the complication of people’s mental functioning, the constant growth of their personal aspirations. In general, the socio-psychological climate is the prevailing and relatively stable mood of the team, which finds diverse forms of manifestation in its life activities. In its meaning, the socio-psychological climate is close to the concept of team cohesion, which is understood as the degree of emotional acceptability and satisfaction with the relationships between team members. The cohesion of the team is formed on the basis of the similarity of ideas of workers on significant issues of the life of their team. The effectiveness of joint activities largely depends on the optimal implementation of personal and group capabilities.
Improving the socio-psychological climate of the team is the task of developing the social and psychological potential of society and the individual, creating the most fulfilling way of life for people. The formation of a favorable socio-psychological climate of the workforce is one of the most important conditions struggle for increased labor productivity and quality of products. A favorable atmosphere in a team not only has a productive effect on its results, but also rebuilds a person, forms his new capabilities and reveals his potential.
At the same time, the socio-psychological climate is an indicator of the level of social development of the team and its psychological reserves, capable of more complete realization. And this, in turn, is associated with the prospect of an increase in social factors in the structure of production, with the improvement of both organization and working conditions. The overall socio-political and ideological atmosphere of society and the country as a whole largely depends on the level of optimality of the socio-psychological climate of each individual work collective.
The significance of the socio-psychological climate is also determined by the fact that it can act as a factor in the effectiveness of certain social phenomena and processes, serve as an indicator of both their condition and their changes under the influence of social and scientific and technological progress. The socio-psychological climate also acts as a multifunctional indicator of the level of a person’s psychological involvement in an activity, a measure of the psychological effectiveness of this activity, the level of mental potential of the individual and the team, the scale and depth of the barriers that lie in the way of realizing the psychological reserves of the team.
Social and psychological climate of the group – the nature of relationships between people, the state of the group psyche, determined by the characteristics of life.
The socio-psychological climate is a dynamic formation that combines the emotional, intellectual and value attitudes, attitudes, moods, opinions and feelings of group members. The dynamics of the socio-psychological climate are manifested both in the process of group formation, when there is an intensive process of psychological orientation, establishing connections and positive relationships, and in the conditions of group functioning, when the formation of common views, value orientations, norms and symbols occurs. One of the factors contributing to this dynamic is “climate disturbance”, i.e. the natural fluctuation of the emotional state in a team, periodic ups and downs in the mood of its members, which occur during the day or a longer period of time under the influence of external and internal factors .
Factors influencing the socio-psychological climate are conventionally divided into:
Global macro environment: the situation in society, the totality of economic, cultural, political and other conditions. Stability in the economic and political life of society ensures the social and psychological well-being of its members and indirectly influences the socio-psychological climate of working groups.
Local macro environment, i.e. an organization whose structure includes a workforce. Size of the organization, status-role structure, absence of functional-role contradictions, degree of centralization of power, participation of employees in planning, resource allocation, composition structural divisions(gender, age, professional, ethnic), etc.
Physical microclimate, sanitary and hygienic working conditions. Heat, stuffiness, poor lighting, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, a well-equipped workplace and favorable sanitary and hygienic conditions increase satisfaction from work activity in general, contributing to the formation of a favorable SPC.
The conditions in which the members of the work group interact influence the success of their joint activities, satisfaction with the process and the results of their work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature, humidity, lighting, spaciousness of the room, availability of a comfortable workplace, etc. The nature of the relationships in the group and the dominant mood in it are also of great importance. To designate the psychological state of a group, concepts such as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used.
Job satisfaction. Of great importance for the formation of a favorable SPC is how interesting, varied, creative a person’s work is, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally. The attractiveness of work is increased by satisfaction with working conditions, pay, the system of material and moral incentives, social security, vacation distribution, working hours, information support, career prospects, the opportunity to increase the level of one’s professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontal, etc. The attractiveness of work depends on the extent to which its conditions meet the expectations of the subject and allow him to realize his own interests and satisfy the needs of the individual:
In good working conditions and decent material remuneration;
In communication and friendly interpersonal relationships;
Success, achievements, recognition and personal authority, having power and the ability to influence the behavior of others;
Creative and interesting work, opportunities for professional and personal development, realization of your potential.
The nature of the activity performed. The monotony of the activity, its high responsibility, the presence of a risk to the health and life of the employee, the stressful nature, emotional intensity, etc. - all these are factors that can indirectly negatively affect the SEC in the work team.
Organization of joint activities. The formal structure of the group, the way powers are distributed, and the presence of a common goal influence the SEC. The interdependence of tasks, unclear distribution of functional responsibilities, employee incompatibility with his professional role, psychological incompatibility of participants in joint activities increase the tension of relations in the group and can become a source of conflicts.
Psychological compatibility is an important factor influencing the SPC. Psychological compatibility is understood as the ability to work together, which is based on the optimal combination of the personal qualities of the participants in the team. Psychological compatibility may be due to the similarity of characteristics of the participants in joint activities. To the people similar friend It’s easier to interact with a friend. Similarity promotes a sense of security and self-confidence and increases self-esteem. Psychological compatibility may also be based on differences in characteristics based on the principle of complementarity. In this case, they say that people fit each other “like a key to a lock.” The condition and result of compatibility is interpersonal sympathy, the attachment of the participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.
The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the work group is in various social and psychological parameters:
There are three levels of compatibility: psychophysiological, psychological and socio-psychological:
The psychophysiological level of compatibility is based on an optimal combination of features of the sensory system (vision, hearing, touch, etc.) and temperamental properties. This level of compatibility becomes especially important when organizing joint activities. Choleric and phlegmatic people will complete the task at different paces, which can lead to disruptions in work and tension in relations between workers.
The psychological level presupposes the compatibility of characters, motives, and types of behavior.
The socio-psychological level of compatibility is based on the consistency of social roles, social attitudes, value orientations, and interests. It will be difficult for two entities striving for dominance to organize joint activities. Compatibility will be facilitated by the orientation of one of them towards subordination. For a quick-tempered and impulsive person, a calm and balanced employee is more suitable as a partner. Psychological compatibility is promoted by self-criticism, tolerance and trust in relation to the interaction partner.
Harmony– this is the result of employee compatibility. It ensures the highest possible success of joint activities at minimal cost.
The nature of communications in an organization acts as a factor in the SPC. The lack of complete and accurate information on an issue important to employees creates fertile ground for the emergence and spread of rumors and gossip, weaving intrigues and behind-the-scenes games. The manager should closely monitor the satisfactory information support of the organization's activities. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. The ability to clearly and accurately express your point of view, mastery of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.
A favorable SPC is characterized by optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, and contribute to development of the organization, make mistakes without fear of punishment, etc.
An unfavorable SPC is characterized by pessimism, irritability, boredom, high tension and conflict in relationships in the group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, reluctance to invest effort in a joint product, development of the team and the organization as a whole, dissatisfaction, etc.
There are signs by which one can indirectly judge the atmosphere in the group. These include:
Staff turnover rate;
Labor productivity;
Product quality;
Number of absenteeism and tardiness;
The number of complaints received from employees and clients;
Completing work on time or late;
Carelessness or negligence in handling equipment;
Frequency of work breaks.
The questions below will help you assess the atmosphere in the team.
Do you like your job?
Would you like to change it?
If you were to look for a job now, would you choose your current place?
Is your work interesting and varied enough for you?
Are you satisfied with the conditions at your workplace?
Are you satisfied with the equipment you use in your work?
How satisfied are you with the salary?
Do you have the opportunity to improve your skills? Would you like to take advantage of this opportunity?
Are you satisfied with the amount of work you have to do? Are you overloaded? Do you have to work outside of working hours?
What would you propose to change in organizing joint activities?
How would you rate the atmosphere in your work team (friendship, mutual respect, trust or envy, misunderstanding, tension in relationships)?
Are you satisfied with your relationship with your immediate supervisor?
Do conflicts often arise in your team?
Do you consider your colleagues to be qualified workers? Responsible?
Do you have the trust and respect of your colleagues?
The leader can purposefully regulate the nature of relationships in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities taking into account the factors influencing the SEC. Let us dwell on their characteristics in more detail.
Conclusion on the second question:
Thus, the socio-psychological climate is defined as the relatively stable psychological mood of its employees prevailing in a team, manifested in the diverse forms of their activities. Formed on the basis of emotional and labor relations in a group, individual value orientations, the socio-psychological climate, in turn, itself determines the system of relationships of team members to each other, to their work, to all other forms of life (to everyday life, leisure, etc.). The most important feature of the socio-psychological climate is that it provides a generalized, integral characteristic of the psychological state of all manifestations of the life of the team, since it combines the interaction of the entire variety of social, group and personal factors as conditions of work activity.
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