A favorable socio-psychological climate is a condition for increasing labor productivity, employee satisfaction with work and the team.
Psychological climate is understood as a mass phenomenon, as a state of group consciousness, manifested in group mood and group opinions and judgments. A similar phenomenon, but much less persistent, is called the psychological atmosphere. If both of these phenomena are clearly caused by or manifested in interpersonal relationships, they are called socio-psychological climate and socio-psychological atmosphere.

The socio-psychological climate is the result of systematic psychological work with group members and the implementation of special events. Creating a favorable climate is not only a responsible matter, but also a creative one, requiring knowledge of its nature and means of regulation, and the ability to foresee likely situations in the relationships of group members. The formation of a good socio-psychological climate requires, especially from managers, an understanding of the psychology of people, their emotional state, mood, emotional experiences, and worries.

The mood 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. The mental mood or mood of a community is the equivalent of the dynamic structure of the mental state of a community , manifested in the nature of the focus of group attention and the level of its emotional tone.

The interaction of individuals in an organization is not limited to the informal sphere. In a social organization, a system of others spontaneously develops interpersonal relationships, arising as an inevitable result of more or less long-term communication based on the interaction of individuals as individuals. Pointing out the similarity of the concepts of socio-psychological climate and atmosphere, the mental mood of the team, it is necessary to note at the same time that they are not identical.

The spiritual atmosphere is a specific mental state of a particular group of people, manifested in their communication with each other and the style of joint behavior. The atmosphere itself can be quite variable and is usually characterized by high degree mobility. The atmosphere is an unstable, constantly changing and sometimes elusive aspect of collective consciousness. In contrast to the concept of “psychological atmosphere,” the concept of “socio-psychological climate” does not mean one or another situational change in the prevailing mood of people, but only its stable features. Actually, this is how the concept of climate, used in an ecological sense, differs from the concept of atmosphere. The air atmosphere, for example, is constantly changing, but the climate of a particular geographical zone is characterized by a certain constancy of indicators.

Thus, the socio-psychological climate means the prevailing and relatively stable spiritual atmosphere, or the mental mood of the team, manifested both in the relations of people to each other and in their attitude to the common cause. Recognition of the importance of the mood, or mental attitude, of a collective as a concept of climate is not accidental. It reflects, first of all, the growing importance of the category of mental attitude in the structure of socio-psychological phenomena. It follows that 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.

In Russian social psychology, the term “psychological climate” was first used by N. S. Mansurov, who studied production teams. One of the first to reveal the content of the socio-psychological climate was V. M. Shepel. Psychological climate, in his opinion, is the emotional coloring of the psychological connections of team members, arising on the basis of their closeness, sympathy, coincidence of characters, interests, and inclinations.

The first climate zone is the social climate, which is determined by the extent to which goals and objectives are understood in a given group, and the extent to which compliance with all constitutional rights and obligations of workers as citizens is guaranteed. The second climate zone is the moral climate, which is determined by what moral values ​​are accepted in a given group.

The third climate zone is the psychological climate - those informal relationships that develop between workers who are in direct contact with each other. Then, analyzing and studying, four main approaches to understanding the nature of the socio-psychological climate among domestic psychologists emerged.

Representatives of the first approach consider climate as a socio-psychological phenomenon, as a state of collective consciousness. Climate is understood as a reflection in the minds of people of a complex of phenomena related to their relationships, working conditions, and methods of stimulating it. Under the socio-psychological climate, E. S. Kuzmin believes, it is necessary to understand the socio-psychological state of a small group, which reflects the nature, content and direction of the real psychology of the members of the organization.

Proponents of the second approach emphasize that the essential characteristic of the socio-psychological climate is the general emotional and psychological mood. Climate is understood as the mood of a group of people. The authors of the third approach analyze the socio-psychological climate through the style of relationships between people who are in direct contact with each other. In the process of climate formation, a system of interpersonal relationships develops that determine the social and psychological well-being of each member of the group. The creators of the fourth approach define climate in terms of social and psychological compatibility of group members, their moral and psychological unity, cohesion, and the presence of common opinions, customs and traditions.

When studying climate, it is necessary to keep in mind two levels.

The first level is static, relatively constant. These are stable relationships among team members, their interest in work and fellow workers. At this level, the socio-psychological climate is understood as a stable, fairly stable state, which, once formed, is capable of not being destroyed for a long time and maintaining its essence, despite the difficulties that the organization faces. Since the climate is less sensitive to various influences and changes from environment, insofar as it has a certain influence on the results of collective and individual activities, on the performance of group members, on the quality and quantity of the products of their labor.

The second level is dynamic, changing, fluctuating. This is the daily mood of employees during work, their psychological mood. This level is described by the concept of “psychological atmosphere”. Unlike the socio-psychological climate, the psychological atmosphere is characterized by faster, temporary changes and is less realized by people; changes in the psychological atmosphere affect the mood and performance of the individual during the working day. The nature of intra-collective relations as the main component in the structure of all manifestations of the SEC. In turn, people’s relationships with each other are differentiated into vertical relationships (relationships between management and subordinates) and horizontal relationships (relationships between colleagues).

Business relations in the system of leadership and subordination can be either impersonal or personally non-mediated, or personally mediated. The first occurs in the absence of the manager’s interest in the personality of the subordinate, and often in the absence of direct contact with him; the second, on the contrary, with expressed interest and direct contact. Horizontal relationships can have four different forms of manifestation: business impersonal; business personal-mediated; predominantly interpersonal, but related to the case; non-business interpersonal.

All forms of manifestation of relationships in a team acquire one or another emotional coloring. In this case, it is customary to distinguish between relationships with a +, 0 or - sign, which is equivalent to distinguishing between emotionally positive, indifferent or emotionally negative relationships. In communication, this is expressed in relations of sympathy, indifference or antipathy. Ultimately, the entire diversity of the above-mentioned 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 tonal - it emotional attitude 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. Consequently, climate manifests itself in a certain way in the attitude of each member of the team to himself. The latter crystallizes into a certain situational-social form of self-attitude and self-awareness of the individual. The well-being of an individual in a team as one of the manifestations of its climate. The well-being of an individual in a team is reflected in his relationships in the group as a whole, the degree of satisfaction with his position and interpersonal relationships in it.

We can also talk about a certain representation of both self-attitude and attitude to the world in the structure of the immediate manifestations of the socio-psychological climate of the team. Particularly important for characterizing the immediate manifestations of climate is the assessment of the individual’s relationship with himself (self-esteem, well-being, etc.). Each member of the team, based on all other parameters of the psychological climate, develops in himself a consciousness, perception, assessment and sense of his own that corresponds to this climate. I" within this particular community of people. A person’s well-being, to a certain extent, can also serve as a known indicator of the degree of development of his spiritual potential. In this case, of course, what is meant is not a person’s physical well-being, which depends on his health, but a mental state, determined largely by the atmosphere of the team.

From this point of view, the individual’s well-being (self-esteem, degree of satisfaction with the position in the group, prevailing mood) can also be considered as one of the most general indicators of the socio-psychological climate. At the same time, it cannot be considered completely thorough in order to specifically judge all aspects of the SEC in a team, the measure of the effectiveness of its activities; therefore, it is natural that the question of the role of the SEC as a factor in the life of the team and the individual requires special consideration.

The relationship between leadership style and psychological climate in the work team.

The most important role in the formation of the socio-psychological climate is assigned to the head of an organization or department. Also A.S. Makarenko spoke about the main principle that should be followed in business and official communication, the following should be the following: be as demanding as possible towards a person and at the same time have as much respect for him as possible. Following this principle in everyday affairs related to the organization of influences on people presupposes the ability to take into account the individual uniqueness of each of these people. At the same time, we will only grasp the individual uniqueness of another person by chance, if we lack the quality that makes us experts on other people.

He always bears personal responsibility for the state of the psychological atmosphere in the work team. Let's consider the impact on the psychological climate in the team using the example of three classical leadership styles.

Authoritarian style (solo, strong-willed, directive). For a “directive” leader, the people subordinate to him are only performers. A leader with this leadership style suppresses employees’ desire to work creatively and take initiative. If it arises, it is immediately suppressed by the leader. Often the behavior of such a manager is characterized by arrogance towards employees, disrespect for the personality of a subordinate, persecution for criticism, etc. All these factors together lead to the creation of a negative moral and psychological climate within work groups. Authoritarianism has a negative impact on group relations. Some of the performers try to adopt the style of their leader in relations with colleagues and curry favor with their superiors. Others try to isolate themselves from contacts within the group, while others become depressed. The autocratic leader completely concentrates the solution to all issues in his hands, does not trust his subordinates, is not interested in their opinions, takes responsibility for everything, giving only instructions to the performers.

He uses punishment, threats, and pressure as the main form of stimulation. It is clear that employees have a negative attitude towards such a leader. As a result, an unfavorable moral and psychological climate is formed in the team; people are in constant voltage, become nervous and hot-tempered, i.e. the ground for conflict is created. Changing disciplinary measures causes fear and anger in a person, and negative motivation to work is formed. Performers are afraid to ask questions to an autocratic leader, because they are afraid to hear unflattering remarks and complaints addressed to them. With this leadership style, the average person has an aversion to work and a desire to avoid it at the first opportunity. Therefore, most people need to be forced by various methods, including punishment, to fulfill the duties assigned to them and their actions must be continuously monitored.

The democratic style makes it possible for subordinates to feel involved in solving production problems and to show initiative. Organizations in which a democratic leadership style dominates are characterized by a high degree of decentralization of powers and the active participation of employees in decision making. The leader tries to make the responsibilities of subordinates more attractive, avoids imposing his will on them, involves them in decision-making, and provides freedom to formulate their own goals based on the goals of the organization. He builds his relationships with his subordinates on respect for the employee’s personality and on trust, without being afraid to delegate part of his powers. Among incentive measures, encouragement predominates, and punishment is used only in exceptional cases. Employees are generally satisfied with this management system and usually provide all possible assistance to their boss. All this brings the team together.

The democratic leader tries to create a normal psychological climate within the working groups, based on trust, goodwill and mutual assistance. This style of leadership improves productivity, gives room to people's creativity, and increases their satisfaction with work and their position. Its use reduces absenteeism, injuries, turnover, creates a higher morale, improves relationships in the team and the attitude of subordinates to the leader. Psychological climate is an objectively existing phenomenon. It is created under the influence of two factors. First of all, this is the socio-psychological atmosphere of society as a whole. It is clear that the collective becomes a powerful means of personality formation only when it is characterized by a positive psychological climate.

The atmosphere of the entire society directly affects the psychological climate of individual groups. Formative factors are the specific functions of a given team relative to the division of labor in society, geographical and climatic features, age and gender composition of the team. These factors determine the psychological climate of the team, which is understood as the emotional and psychological mood of the team, which reflects on the emotional level the personal and business relationships of team members, determined by their value orientations, moral standards and interests.

In the scientific literature, various terms are used to describe this phenomenon: “socio-psychological climate.” “moral and psychological atmosphere”, “psychological mood”, etc. However, most researchers believe that it is more important to have a unity of views on the essence of a phenomenon than to argue about its name. This seems the most reasonable. The psychological climate of the team is created and manifested in the process of communication, against the background of which group conflicts are realized. In this process, hidden meaningful situations of interaction between people acquire a distinct character: competition or secret rivalry, comradely cohesion or mutual responsibility, brutal pressure or conscious discipline.

Through analysis and research, it was revealed that leadership style has an impact on the psychological climate in the team. For example, one of the theorists and practitioners of management, John Maxwell, identifies different aspects of his interaction with the team that are significant for the personality of the leader, related to its formation and functioning. It is possible to highlight the features of the manager’s style of activity that contribute to the successful work of team members, as well as their professional and personal development.

So, for example, R.L. Krichevsky identifies the following features of the participatory management style:

Regular meetings between the manager and subordinates.

Openness in relations between manager and subordinates.

Involvement of subordinates in the development and adoption of collective decisions.

Delegation by the manager of a number of management functions.

Providing the employee with the opportunity battery life- in developing fragments of the problem, formulating new ideas, tasks, goals.

Supporting employee personal and professional growth.

The position is also close to the above ideas B. Bassa , which indicates such components of a transformative, innovative management style as:

Individual attention - the manager’s concentration on assessing the needs and abilities of a subordinate, taking into account his individual characteristics, delegation of authority, consulting and training, promoting a person’s personal development;

Inspiring motivation - instilling cheerfulness, maintaining optimism and enthusiasm, conveying one’s vision of the future, one’s picture of the world, stimulating the activity of subordinates towards achieving a higher level of task completion and personal growth;

Intellectual stimulation - encouraging subordinates to take a new look at familiar methods and problems, developing their creative approach to work, creative thinking and intuition, encouraging innovative endeavors;

Charismatic influence is the special ability of a leader to command the respect and love of his subordinates - a leader who has a vision of the future, is aware of his mission, achieves success, is self-confident, and puts common interests above his own.

Without a leader there is and cannot be normal functioning of the team. The leader is the central link of the team, where all the information flows and where all the commands come from. The leader, relying on public organizations, as already mentioned, organizes and coordinates the activities of people in the team, he creates optimal conditions for the personal development of everyone, educates the employee as a citizen. How a leader plays his role, what his leadership style is, depends on the social system, the requirements of the time, personal qualities, and also on his abilities.

For example, feudalism is mainly characterized by an authoritarian or autocratic style, characterized by autocracy. To capitalism - pseudo-democratic, when flirting with the masses is a forced or subtly calculated tactic for the realization of private property interests; Imperialism often uses an openly anti-democratic style. Socialism is characterized by a truly democratic leadership style; it is oriented towards public interests and the interests of the individual worker.

The fact is that the leader of a social group is the conductor of the policy and ideology of the ruling class in a class society and, accordingly, serves class interests. Most significant qualities For the formation of a favorable SPC of the team, the following personality traits of the leader are necessary: ​​objectivity and fairness, integrity and goodwill, balance and optimism.

V.G. Afanasyev named the following management functions:

Development and adoption of management decisions;

Organization;

Regulation and adjustment;

Accounting and control.

Another function is added to this list - the collection and transformation of information; psychologists and sociologists take as the basis for the classification not the management cycle, but the entire structure of the leader’s activity in the work team. L.I. Umansky examined management activities as the final link in the system of people management. The author emphasized that in primary teams, leadership activities merge with organizational activities.

He highlighted the following functions:

Integration of individuals by familiarizing them with a common task, determining the means and conditions for achieving goals, planning, coordinating joint work, accounting, control, etc.

A communicative function associated with the establishment of horizontal communications within the primary team and external vertical communications with higher organizational units;

Training and education. The author emphasizes that in any specific organizational activity, all these functions are manifested in unity and interdependence. They appear in different combinations with the predominance of one or the other of these functions.

E.S. Kuzmin, I.P. Volkov, Yu.N. Emelyanov name the following functions: administrative, strategic, expert-advisory, communicative-regulatory, group representation function in the external environment, disciplinary, educational and psychotherapeutic.

A.G. Kovalev considers the functions of team goal-setting, planning, coordination, stimulation, control and education. According to L.S. Blyakhman, the content of a leader’s activity is revealed in the following functions: goal-setting, administrative-organizational, expert, disciplinary-stimulating, representative, educational and propaganda.

Analyzing the work of domestic psychologists, one can find many other lists of functions of a leader, but summing up the above notes not on this topic, one can highlight the most significant functions and skills of a leader: the ability to think broadly, broadly, systematically, comprehensively, while simultaneously seeing the development of one’s organization for a long term , without missing out on immediate matters and tasks, to be democratic and collegial, encouraging the creative initiative of his subordinates, but at the same time authoritarian with demagogues and quitters, to be ready to take risks, which is based on a balanced analysis of the emerging problem, capable of not only relying on intuition and practical experience , but also on a mature, scientifically based calculation, to be kind and delicate, but at the same time demanding, large-scale in terms of people’s social needs. As for solving newly emerging problems, rely on a scientific approach, advanced experience, know and study not only the specifics own production, not only the reasons for success, but also analyze the reasons for defeat.

To summarize the theoretical part, we can say that a person’s awareness of the reasons and patterns of his behavior can radically change his attitude towards production situations. Understanding the possible variety of management methods, using one’s leadership and management abilities, and having a clear and at the same time flexible vision of problems makes the manager freer and his activities more successful. Consequently, leadership and management abilities are associated with the techniques by which the manager encourages employees to creatively perform their assigned duties and monitors the results of their work. Thus, these abilities can serve as a characteristic of the quality of the manager’s activities, his ability to ensure effective management, as well as create and reproduce a special atmosphere in the team that gives rise to certain norms of relationships and behavior. Based on theoretical analysis, we can conclude that the presence of certain leadership and management abilities creates the prerequisites for the formation of a positive socio-psychological climate in the team.

Conclusions to the first chapter:

Analyzing domestic and foreign literature, we can draw the following conclusion: management is usually understood as the process of organizing any influences aimed at achieving the goals pursued. Management- this is only a part of management activity, and precisely that part in which various management issues are resolved by influencing subordinates.

The distinction between the concepts of “management” and “leadership” is associated with the existence in any organization of two types of relationships - formal and informal. Leadership is a process of influencing people generated by a system of informal relations, and leadership implies, first of all, the presence of clearly structured formal (official) ) relationships through which it is realized. The role of the manager is, as it were, predetermined by the formal structure, his functions, as a rule, are clearly defined, the right to apply sanctions is not disputed, etc. Leadership, on the contrary, is formed spontaneously, spontaneously, at the level of semi-conscious psychological preferences.

More often found in psychology are works on research specifically about leadership style, rather than management. But due to the noted ambiguity in the use of terms, the problem is very often referred to as leadership style. Unfortunately, the lack of rigor is also characteristic of many classical experiments on this problem, including the experiment at Lewin’s school, from which it became clear that the leaders of the three groups (note that we are talking about adult leaders, and not about leaders who spontaneously emerged from among children) demonstrated different styles and the experimenters then compared the effectiveness of the three groups. The leadership styles demonstrated by adults received designations that have since become firmly entrenched in the social psychological literature: “authoritarian,” “democratic,” and “permissive” (a fairly loose translation of the term proposed by Levin).

Each leader has his own leadership style, determined by his personal characteristics.

When talking about which leadership style can be the most effective, one cannot be unambiguous, because authoritarian, permissive, and democratic styles can each be useful and effective in their own situation. There is an opinion among many authors that the effectiveness of a leader is determined not by his innate qualities, but by his ability to choose and implement the most suitable style guidance depending on the current situation.

Analyzing a number of works on the topic, we can also conclude that leadership style is directly related to the psychological climate in the team, because the manager sets the conditions for comfortable interaction and office work at the enterprise for employees.

Empirical study of the relationship between leadership style and psychological climate in the team

Organizational and methodological support of the study

A psychological study was conducted on two managers and two subordinate teams of the line department of the Ministry of Internal Affairs at the station. Moscow-Kyiv.

Purpose of the study: to study the relationship between leadership style and psychological climate in the work team.

Research objectives:

1. Identify leadership styles in the work teams under study.

2. Determine the psychological atmosphere in the studied teams.

3. Determine the features of the socio-psychological climate in work collectives.

4. Analysis of the relationship between the identified leadership style and the socio-psychological climate of the workforce.

Subject of study: Features of the connection between leadership style and socio-psychological climate in the work team.

Object of study: Heads and subordinates of the line department of the Ministry of Internal Affairs of Russia at the station. Moscow-Kyiv.

Study sample: employees of 2 departments took part in the study:

1st - 20 people, men - 15, women - 5,

2nd - 20 people, men - 13, women - 7,

2 leaders: both men.

Research hypothesis: The leadership style chosen by the leader has a relationship with the level of development of the socio-psychological climate in the team.

Research methods and techniques:

1. Diagnostics of leadership styles A.L. Zhuravleva.

2. Assessment of the psychological atmosphere in the team according to A.F. Fiedler.

3. Methodology for determining the Seashore group cohesion index.

4. Methodology for determining the leadership style of the work team V.P. Zakharova.

5. Methods of statistical data processing.

Research methods:

Diagnostics of leadership styles by A.L. Zhuravleva.

The main methodology consists of 27 groups of statements reflecting various aspects of interaction between management and the team. The technique is aimed at determining the leadership style of the work team or the manager himself.

Instructions: the respondent is offered 27 characteristics of a leader’s activity and for each 5 options for its manifestation, he is asked to choose one of the 5 proposed options.
The results are processed according to three leadership styles - directive, collegial and conniving; according to the prevailing leadership style, the professional characteristics of the manager are also determined, such as professional competence, organizational qualities, education, moral and psychological qualities of the team (communication), expressed in low, medium and high level of manifestation.

Assessment of the psychological atmosphere in the team according to A.F. Fiedler

The technique is used to assess the psychological atmosphere in a team. The technique is interesting because it allows anonymous examination, and this increases its reliability.
Instructions: The respondent is offered opposite pairs of words with which to describe the atmosphere in his team. The closer to the right or left edge the respondent places the * sign, the more or less pronounced this feature is.
The results are calculated based on the data that each couple is scored from 1-8 points, thus, the minimum number of points is 10, the maximum is 80. According to the interpretation of the results, the fewer points, the less favorable the atmosphere and vice versa.

Determination of Seashore's group cohesion index

A technique aimed at diagnosing group cohesion.

Instructions: The respondent is asked 5 questions, to which he is offered a choice of several variations of answers.

Processing of results: answers are coded in points written in brackets, the minimum amount of points is 5, the maximum is 19.

According to the interpretation of the methodology, there are degrees of expression of group cohesion: high, above average, average, below average, low.

Methodology for determining the leadership style of a work team V.P. Zakharova
This technique was developed by V.P. Zakharov. The methodology is based on 16 groups of statements reflecting various aspects of interaction between management and the team. The technique is aimed at determining the leadership style of the workforce. Application of the technique does not require individual testing. It can be used in a block of tests; it is especially effective when used together with sociometry in order to optimize the socio-psychological climate in a team.

Instructions: The respondent is offered 16 points with 3 answer options; the respondent’s task is to read them carefully and choose the most appropriate one to describe the leadership style of his superiors.

Processing and interpretation of results: processing of results is carried out based on the attached key to the methodology, the highest score characterizes one or another component, bypassing computational processes, the results are interpreted by belonging to one of the components: Directive, Collegial or Connivance.

SOCIOLOGICAL SCIENCES

Banaitis N.G.

k. ped. Sciences, Associate Professor of the Department of General and Social Psychology,

Institute of Humanitarian Education and information technologies(IGUMO and IT),

Moscow

RESEARCH OF SOCIAL AND PSYCHOLOGICAL CLIMATE

LABOR TEAM

Based on an analysis of modern concepts of the socio-psychological climate of a team, the work draws conclusions that improving the conditions for the formation of a socio-psychological climate involves the development of measures to systematically change factors that have an unfavorable assessment. Under these conditions, it is proposed to conduct an additional, more in-depth study of the factors influencing the socio-psychological climate in the team, expanding the group of methods and techniques.

Key words: socio-psychological climate of the team, team, work activity, criteria for a favorable climate.

At the present stage of development of society, the socio-psychological climate of work collectives plays an important role. This problem is becoming relevant because the requirements for the psychological inclusion of an employee in their work activities are constantly growing, the mental functioning of people is becoming more complex, and there is also a constant increase in personal aspirations, which leads to an increased role in the management of work teams. Particularly important is the creation in the team of a mood of working search, mutual respect and exactingness, intolerance to violations of norms and rules. Practice shows that few enterprises have a favorable socio-psychological climate. This climate, from the point of view of the group psychological state, which is characterized by social perception and the degree of satisfaction of employees with various aspects of life, integrates various influences. The socio-psychological climate contains the qualitative component of interpersonal relationships, which manifests itself as a set of psychological conditions that help or, on the contrary, hinder the implementation of effective joint work activities and the progress of the individual in a given team. The most important signs of a favorable socio-psychological climate are the trust and high demands of employees towards each other, friendly and business-like criticism, freedom of personal opinion when considering issues of the entire team, the absence of management pressure on lower-level employees and the recognition of their rights to make decisions needed by the team solutions1

Having analyzed different views on the concept of socio-psychological climate, we can say what is prevailing and stable psychological mood collective, and manifests itself in a variety of forms. This climate is the state of the psychological side of the team, as one whole, in which the integration of private group states occurs. The socio-psychological climate is not the sum of group states, but their integral.

The main indicators of the socio-psychological climate in the work team are the desire to maintain group integrity, compatibility, cohesion, teamwork, openness, contacts, and responsibility. Let's take a brief look at some important indicators.

1 Kondratyeva M.Yu. Social Psychology. - M.: PER SE, 2006. - p. 98

Cohesion acts as a unifying process for a unit. It is characterized by the degree of commitment to the team of employees. It consists of two variables: the level of mutual sympathy in interpersonal relationships and the degree of attractiveness of the team for employees.

Responsibility lies in monitoring the activities regarding the implementation of the rules and regulations of a particular organization. In departments where the socio-psychological climate is positive, employees try to take responsibility for successes or failures in collective activities.

Openness and contact determine the degree of development of personal relationships of employees, the level of their closeness at the psychological level.2

A favorable socio-psychological climate in the team is characterized by:

The predominance of a cheerful, cheerful tone of relationships, optimistic moods, building relationships on mutual assistance, mutual cooperation and goodwill. Employees enjoy participating in common activities and spending time together outside of work hours. Relationships are characterized by approval and support, criticism is expressed exclusively for good purposes;

The existence of standards of respect and fairness for all employees in the team, assistance to new employees;

Highly appreciating such personality traits as honesty, integrity, selflessness and hard work;

The activity of employees, their fullness of energy, quick response to requests for general tasks, high performance indicators of work and professionalism;

Empathy and sincere participation of all employees in the successes or failures of other employees.

An unfavorable socio-psychological climate in a team is characterized by:

The predominance in the team of depressed moods, pessimism, aggressiveness, conflict, antipathy of employees, the presence of rivalry, negative attitude of employees towards close relationships with each other;

Lack of norms of equality and fairness in relationships, contemptuous attitudes toward weak employees, ridicule of new employees;

Negative attitude towards integrity, honesty, hard work, unselfishness of employees;

Inertia and passivity of employees, the desire to fight off others, the impossibility of uniting the team for a common cause;

Indifference or envy to the successes or failures of individual employees on the part of the entire team

Inability to unite the team in difficult situations, confusion, quarrels, mutual accusations, closedness of the team from other teams.3

There are practically no factors that do not influence the activities of the workforce. It is important to establish what factors and to what extent they influence, what influence the managerial factor has. By finding answers to these questions, an understanding comes of how the socio-psychological climate of the team can be improved.

Factors that influence the socio-psychological climate can be divided into external and internal. External, this is a socio-economic formation,

2 Platonov Yu. P. Psychological phenomena of personnel behavior in groups and organizations. - M.: Rech, 2007. - p. 23

3 Kolominsky Ya.L. Psychology of relationships in small groups. - M.: TetraSystems, 2000. - p. 102-103

material and technical base, established social base. Internal ones are subject-material (providing the team with the necessary means, defining the powers of the team and its employees) and socio-psychological (the presence of informal relationships, interpersonal relationships, leadership style, psychological compatibility). Many researchers consider management activities to be an important factor influencing climate. But most often, the study is limited to the influence of one component of the management system, often it becomes the leadership style or the personal qualities of the leader, which of course have a significant impact on the climate, but they do not limit the influence of the entire management system.

The study, the purpose of which was to study the socio-psychological climate of the organization’s employees, was conducted among employees (middle managers) of one of construction companies city ​​of Moscow. 17 people took part in the study, of which 7 people have been working in the company for no more than three months, 8 for about six months, and only 2 people for more than two years. The age of the participants is from 23 to 37 years.

The study was conducted in individually with the mandatory participation of each employee. The subjects were given cards with questions in in writing with explanations and instructions.

Before the start of the survey, at the preliminary stage, a meeting and briefing of the test group were held, at which employees were informed of the need for this study, its purpose, the importance of the results, and the confidentiality of the answers was guaranteed.

The study was carried out in three stages:

1. At the first stage, the selection of methods was carried out to determine the socio-psychological climate and team cohesion.

2. At the second stage, the results were processed, sociomatrices were compiled from which sociograms were constructed in the form of a “target” diagram.

3. At the final, third stage of the study, the data obtained were correlated with each other, conclusions were formulated, and recommendations were proposed for improving the psychological climate of this team.

To achieve our goal - to study the socio-psychological climate of the organization's employees, we used the method of sociometric research. In our work, we relied on the point of view of the founder of sociometry, J. Moreno, according to which sociometric research reveals precisely the emotional status of the individual and, in general, the structure of emotional relationships in the group, which is an indicator of the level of social development of the team and its psychological reserves. The sociometric study was carried out according to two criteria: “business relationships” and “personal relationships”.

We chose the following main questions for studying business relations in the group:

a) If it were possible to choose employees for the department myself, I would choose (a)...

b) If it were possible to choose employees for the department myself, I would not choose...

The following questions were chosen to study personal relationships:

a) Which of your colleagues would you invite to the cinema?

b) Which of your colleagues would you not invite to the cinema?

We chose a parametric sociometric procedure that involves a limited number of selections from all group members. The subjects were given next instruction: “Write under number 1 the name of the group member whom you chose / would not choose first, under number 2 - who you would / would not choose if there was no first, under number 3 - who you would / would not choose , if there were no first and second."

Election results based on the “business relationship” criterion using symbols were entered into the sociomatrix. Analysis of the social matrix for each criterion allows you to see a clear picture of the relationships in the group and gives an idea of ​​the ranking of group members by the number of preferences and deviations. Data obtained from the sociomatrix make it possible to determine the status positions occupied by group members. Based on the analysis of the data obtained, we conditionally divided all the subjects into subgroups depending on their status, in accordance with the selected boundaries (“stars” - 6 or more choices; preferred - 3-5 choices; accepted - 1-2 choices; rejected - 0 choices or negative choices), and then combined into 4 groups: “stars” (high status), “preferred” (average status), “accepted” (low status); “rejected” (having a negative status). Differentiation was made based on the use of sociometric techniques, as well as participant observation and conversations with group members.

Thus, 5 people were included in the “stars” category in the “business relations” category, 3 people were included in the “preferred” category, 1 positive choice was included in the “accepted” category, and 8 people were included in the “rejected” category - persons who received negative choices .

From the sociomatrix it is clear that the most influential members of the group are two people (No. 2 and No. 3), who scored the largest number of mutual positive choices and points, and accordingly have the greatest status. Special attention Noteworthy are No. 13 and No. 12, who scored the largest number of negative points and were included in the “rejected” category. The criterion “personal relationships” reveals the intensity of emotional connections. As can be seen from the sociomatrix, emotional connections do not cover all members of the group. Based on the test results, two people can be identified (No. 15, No. 3) who enjoy the greatest authority; they are the “stars”. The “preferred” category included six people under numbers: 16, 17, 5, 9, 4, 1. The “accepted” category included No. 11, who received only two positive choices. 7 out of 17 people were included in the “rejected” category in the sphere of personal relationships - these are numbers: 7, 2, 8, 10, 14, 12, 13.

The test results show that the informal leader is No. 15, who received the largest number of both positive - 10 choices and mutual - 4 choices, and, accordingly, has the highest status in the group - 13.5.

Thus, in general, a comparative analysis of the two criteria indicates a rather tense psychological climate in the group. The most developed are business relationships, the least - personal.

For each criterion, two poles are identified, associated with a large number of internal elections. This is a subgroup of high-status and average-status participants and a subgroup of those completely isolated from the rest of the team members - “rejected”, which may indicate tension and conflict.

According to the “business relations” criterion, the role of integrators is played by 5 people, while according to the “personal relationships” criterion - 2, ensuring relationships between subgroups. Also, the composition of the popular members of the group is different according to the two criteria, which indicates the preference of the team to work with some people and relax with others. However, one person, No. 3, is popular by both criteria (included in the high-status category), which characterizes him as a general leader. Also unchanged in the two categories are 6 people included in the “rejected” group, who are not accepted by the team.

Regarding the index of emotional expansiveness of the group, we can say that according to the criterion “business relations” it is higher than according to the criterion “personal relationships”, which indicates a higher activity of participants in the working life of the team than in emotional connections. The group cohesion index is the same according to two criteria - 0.4, which indicates the weakness of interpersonal connections in general.

A large number of group members (7 out of 17) fall out of the general communication structure, which indicates disunity and tension within the team itself.

Thus, according to the diagnostic results, the psychological climate of this team can be considered quite tense. Business relations are the most developed; employees rate their climate as moderately favorable. Not all members of the group have personal relationships; emotional connections do not cover all members of the group. Regarding the index of emotional expansiveness of the group, we can say that according to the criterion “business relations” it is higher than according to the criterion “personal relationships”, which indicates a higher activity of participants in the working life of the team than in emotional connections. The group cohesion index is the same according to two criteria - 0.4, which indicates the weakness of interpersonal connections in general.

In conclusion, our study offered recommendations for improving social relations in the workforce.

1. Improving the conditions for the formation of a socio-psychological climate involves the development of measures to systematically change factors that have an unfavorable assessment. In this regard, it is proposed to conduct an additional, more in-depth study of the factors influencing the socio-psychological climate in the team, expanding the group of methods and techniques.

2. The main direction of improving the socio-psychological climate will be work aimed at increasing the level of cohesion of this team. There are many different training programs and sessions available to address group cohesion issues.

Training seminars also differ by category of participants (status, professional training, age). Therefore, when choosing a training program, its specifics, capabilities and expected results of its implementation are taken into account. The training helps new employees quickly adapt and will also strengthen relationships between old employees. In the process of such events, the internal characteristics of the staff are revealed, they help to better understand themselves and others.

Based on the results of the study, we can say that the following trainings will be useful: cohesion training, team building training, team building, team building training.

Literature

1. Kolominsky Ya.L. Psychology of relationships in small groups. - M.: Tetra Systems, 2000. - p. 102-103

2. Kondratyeva M.Yu. Social Psychology. - M.: PER SE, 2006. - p. 98

3. Platonov Yu. P. Psychological phenomena of personnel behavior in groups and organizations. - M.: Rech, 2007. - p. 23

The socio-psychological climate in a team is defined as the emotional state of the group, reflecting the real situation of the work environment (character, conditions, organization of work) and interpersonal relationships. The collective mood can easily move from a positive phase to a negative one, from hidden to open, from subconscious to conscious. Often drastic changes are caused by the slightest reason, an elementary reason.

Important! Studies report that a negative team mood reduces productivity by 20%. One unbalanced person can ruin the mood of the majority and paralyze the normal activities of the group.

What is socio-psychological climate (SPC)

The microclimate in a team is a set of moral values, official and informal relationships and assessments that influence the emotional mood. SEC contributes to the activation or suppression of the life processes of the collective.

In the structure of the socio-psychological climate, there are two key sections: the attitude of employees to work and to each other. In both situations, there are emotional and objective elements (work environment, time of action).

Interpersonal relationships are differentiated by levels: horizontal – between employees; vertical – between management and subordinates. Manifestations of SPC also depend on the attitude of individuals towards themselves and the world around them; they can be direct or indirect (which are determined by a person’s lifestyle).

What role does it play?

The internal corporate culture emphasizes the individuality and style of companies. The focus of labor, service, everyday traditions can be positive or negative. The working atmosphere influences the actions and behavior of people, discipline and organization, team unity, and work results. A strong corporate culture is impossible without a favorable SPC.

Signs of a favorable socio-psychological climate

Signs of an ideal balance between the moral and psychological climate and team performance:

• creative approach to business;
• coordination of actions;
• lack of formalism;
• trusting, relaxed relationships between team members;
• emotional inclusion, mutual assistance of people;
• positive attitude of group members;
• objective assessment of performers’ work;
• full and clear awareness of employees about the tasks and state of affairs;
• mutual demands and responsibility of employees;
• business criticism;
• free expression of opinion when solving common problems;
• absence of destructive behavior, quarrels that impede the optimization of the common cause.

Important! The concept of socio-psychological climate in a team differs from the psychological atmosphere in that it has more stable features of the phenomenon. The second option is characterized by situational, changing indicators.

Factors that determine the socio-psychological climate of an organization

The moral and psychological aspects of labor organization are determined by the composition and characteristics of organizations, the socio-demographic composition of personnel, the interests of employees, and management style. The individual attitude of employees and the general atmosphere of the team are of greatest importance.

Personal (each employee)

Daily work activities are accompanied by stable personal contacts between employees. They form the emotional basis of relationships. Moral values, needs, interests, views, and attitudes are revealed. An employee’s knowledge and skills, personal adaptation potential, communication skills, and level of anxiety are reflected in social and labor relations and the results of general activities in the life of the team.

General (team)

The socio-psychological climate is influenced by the size of the group, the degree of centralization of power, the participation of workers in the planning and distribution of resources, and the composition of departments (by age, professional skills, ethnic level).

Physical, sanitary and hygienic conditions are also important for creating a positive attitude among employees. Low level ventilation, lighting, sound insulation provokes irritability and can indirectly affect the psychological climate of the group. Comfortable workplaces and compliance with sanitary and hygienic conditions increase satisfaction from work processes and contribute to a favorable safety and health situation.

Job satisfaction is of great importance in the formation of corporate culture. The indicator is determined by a number of factors:

• material reward;
• friendly interpersonal relationships;
• creative, interesting activities;
• the opportunity to attend advanced training courses, trainings, master classes;
• the likelihood of professional and personal growth.

The nature of work is also subject to correction. Monotonous activity increased level responsibility, the presence of a risk to the health and life of workers, emotional intensity - factors that negatively affect the working mood of the team.

Team management should be based on the correct organization of joint activities. Thoughtful group structure, distribution of powers, and setting common goals help improve the microclimate of the organization. Unclear distribution of tasks, inconsistency of workers with their professional roles, and lack of psychological compatibility of participants in the process increase tension in relationships.

Creating a favorable moral and psychological climate in the team

There are various methods and trainings that allow you to maintain a positive microclimate in the team. Many enterprises employ full-time psychologists and take care of organizing role-playing games, tests, and individual work with staff. Some companies hire outside specialists to temporarily work with staff. Improved working conditions, moral and material stimulation of employees have a beneficial effect on the industrial complex.

Group work with a team

Among the effective measures to reduce social tension, psychologists identify:

1. Staffing a team taking into account the psychological compatibility of workers (psychologists recommend first determining the level of leadership in subordinates, then combining people with different types of behavior: followers with leaders).
2. Careful selection, placement, training and testing of managers.
3. Limitation of the number of employees subordinate to the manager (5-7 people);
4. Elimination of unnecessary employees and vacancies.
5. Using the substantive elements of climate (rules, norms, values, general opinion and attitude).
6. Preventing and resolving interpersonal misunderstandings.
7. Employee passion personal experience, using brief examples, conducting business games, using persuasion methods.

The main task of managers should be to set goals, objectives, and fair labor standards. Recognize the need to maintain a balance between business, family, personal, and group interests of employees.

Individual work with team members

Satisfaction indicators are considered the most important; the state of the SPC can be directly determined by the mood of individual employees, Therefore, management needs to know exactly:

• employees are satisfied or dissatisfied with their working conditions, relationships with colleagues, status in the team;
• Do employees discuss personal matters?
• whether the team agrees to maintain cohesion;
• is the employee ready to take responsibility for the actions of colleagues;
• what position would you like to take in the overall cause?

The study of subjective satisfaction is carried out on the basis of tests, psychology questionnaires, and personal interviews. Harmony is the result of employee compatibility. The phenomenon promotes maximum success collaboration at minimal cost.

Video

Psychologically developed as a collective, a small group is considered to be one in which a differentiated system of various business and personal relationships has developed, built on a high moral basis. Such relationships can be called collectivist. To be called a team, a small group must meet very high requirements:

• · successfully cope with the tasks assigned to her (be effective in relation to her main activities);
• · have high morals, good human relations;
• · create for each of its members the opportunity for personal development;
• · be capable of creativity, that is, as a group, give people more than the sum of the same number of individuals working individually can give.

The group goes through several stages on its way to becoming a team:

• 1) mutual orientation - this stage consists of self-presentation, observing each other, trying to understand for themselves the important properties of partners. This is the stage of low group performance. Activities that shorten this phase are organizing a meeting outlining the purpose of the group and the functions of its members;
• 2) emotional upsurge - determined by the advantage of contacts enlivened by the novelty of the situation;
• 3) decline in psychological contact - occurs because people begin joint activities in which not only advantages, but also disadvantages are revealed. Some mutual dissatisfaction is formed;
• 4) increase in psychological contact.

So, a collective is a community of people whose life activity is based on the value-orientation unity of its members, and the main value orientations are socially significant.

The following types of groups are distinguished: educational, labor, military, sports, socio-political, groups of people united by interests (hunters, fishermen), etc.

The work collective is the main unit of society, which unites all employees of an enterprise, institution, organization to achieve a certain specific goal of their joint labor activity.

All work collectives have common properties:

• · the presence of a common goal, unity of interests of members of the work collective;
• · organizational design within the framework of a social institution;
• · socio-political significance of the activity;
• · relations of comradely cooperation and mutual assistance;
• · socio-psychological community of team members;
• · controllability;
• · the presence of a clearly defined structure of interactions and a certain range of responsibilities, rights and tasks.

The classification of work collectives can be based on several criteria, according to which they can be divided as follows:

• a) by type of ownership (state, private, etc.);
• b) by area of ​​activity (production and non-production);
• c) by duration of existence (temporary and permanent);
• d) by stage of development (forming, stable, decaying).
• e) by subordination (main, primary, secondary).

Work collectives are called upon to perform the following typical functions.

• 1. The production management function is carried out through various formal collective management bodies, public organizations, special elected and appointed bodies, and the direct participation of workers in management.
• 2. Target - production, economic: production of certain products, provision economic efficiency activities, etc.
• 3. Educational - carried out by methods of socio-psychological influence and through governing bodies.
• 4. The function of stimulating effective labor behavior and responsible attitude towards professional duties.
• 5. The function of team development is the formation of skills and abilities of collective work, improvement of operating methods.
• 6. Innovation and invention support function.

From the content side, a work collective is defined as a community in which interpersonal relationships are mediated by the socially valuable and personally significant content of joint activities. With this understanding of the work collective, its structure always (to varying degrees) contains three main elements: a leadership group, a core, and a peripheral part.

The leadership group is represented by members of the work collective who are functionally entrusted with the function of leadership, or by a member of the team who, due to their personal qualities, enjoys authority among the majority of its other members.

The core consists of those members of the work collective who have already established themselves in the team, identified with it, that is, they are bearers of collective consciousness, norms and values.

The peripheral part of the structure of the work collective is formed by those members who have either recently joined the system of collective relations and have not yet been identified with it, or are present in the collective only functionally. It is this part of the team that is primarily the object of “manipulation” by the leader.

The concept of socio-psychological climate

This term, now widely used, is often put on a par with the concepts of spiritual atmosphere, team spirit and prevailing mood.

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.

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 in the structure of the SEC it becomes obvious that there are two main divisions - the attitude of people to work and their attitude towards each other.

Rice. 1

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 tonal one is his emotional attitude of satisfaction or dissatisfaction with these aspects.

The psychological climate of the team, 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 fact that the attitude towards the world (the system of value orientations of the individual) and the attitude towards oneself (self-awareness, self-attitude and well-being) fall into the rank of subsequent, and not immediate manifestations of climate, is explained by their more complex, multiply mediated dependence not only on the situation of a given team , 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 well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on the family situation and physical health of the 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 particular group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group. Each member of the team, on the basis of all other parameters of the psychological climate, develops in himself a consciousness, perception, assessment and sense of his “I” within this particular community of people that corresponds to this climate. A person’s well-being, to a certain extent, can also serve as a known indicator of the degree of development of his spiritual potential. In this case, we mean a mental state that is largely determined by the atmosphere of the production team.

From this point of view, an individual’s well-being can be considered as one of the most general indicators of the SPC.

Rice. 1.

A - attitude to business; B - personal well-being (attitude towards oneself); B - attitude towards other people.

The most important problem in studying the socio-psychological climate 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 leader and the system of selection and placement of administrative personnel, as well as the personal qualities of the leader, leadership style and methods, the authority of the leader, as well as individual characteristics team members.

Let us consider in more detail the factors that influence the formation of a certain socio-psychological climate in the team:

• 1. Compatibility of its members, understood as the most favorable combination of employee properties, ensuring the effectiveness of joint activities and the personal satisfaction of each. Compatibility is manifested in mutual understanding, mutual acceptance, sympathy, and empathy between team members. There are two types of compatibility: psychophysiological and psychological. Psychophysiological is associated with the synchronicity of individual mental activity of workers (various endurance of group members, speed of thinking, characteristics of perception, attention), which should be taken into account when distributing physical activity and assignment of certain types of work. Psychological involves an optimal combination of personal mental properties: character traits, temperament, abilities, which leads to mutual understanding. Incompatibility manifests itself in the desire of team members to avoid each other, and if contacts are inevitable - in negative emotional states and even conflicts.
• 2. Behavioral style of the leader, manager, owner of the enterprise.
• 3. Successful or unsuccessful progress of the production process.
• 4. The scale of rewards and punishments used.
• 5. Working conditions.
• 6. Family situation, outside of work, conditions for spending free time.

Depending on the nature of the socio-psychological climate, its impact on the individual will be different - it will stimulate work, lift spirits, instill cheerfulness and confidence, or, conversely, act depressingly, reduce energy, and lead to production and moral losses. Platonov, K.K. - Introduction to psychology / K. K. Platonov. - M: Academy, 2005. - 549 p.

In addition, the socio-psychological climate can accelerate or slow down the development of key employee qualities necessary in business: readiness for constant innovative activity, ability to act in extreme situations, make non-standard decisions, initiative and enterprise, readiness for continuous professional development, a combination of professional and humanitarian culture.

It is safe to say that the manager’s style of activity, his behavior, appearance and well-being depends on the mood of the entire team, its ability to work and the achievement of success. You cannot count on the fact that the necessary relationships in a team will arise by themselves; they must be consciously formed. Organizational personnel management: workshop tutorial/ Ed. AND I. Kibanova - M.: Pedagogical Society of Russia, 2002, 232 p.

Non-state educational institution

Additional professional education

Institute of Distance Advanced Training

Social and psychological climate in the workforce

I've done the work

Ivan Ivanovich Ivanov

Scientific director

Ph.D., Associate Professor Shelepanova N.V.

Novosibirsk - 2015

Introduction

Chapter 1. The concept of a team

Chapter 2. Socio-psychological climate. Concept. Structure. Models

2.1 The concept of socio-psychological climate

.2 Structure of the socio-psychological climate

.3 Models of socio-psychological climate

2.4 Factors determining the socio-psychological climate

Chapter 3. Conflict as part of the socio-psychological climate of the team

3.1 What is conflict?

.2 Types of conflict

.3 Methods for resolving conflicts

.4 Positive meaning of organizational conflict

Conclusion

Literature

Introduction

“Everyone, without any discrimination, is guaranteed equal pay for equal work” (Universal Declaration of Human Rights, Art. 23, paragraph 2).

The immediate form of existence of a person as an individual is labor activity. Activity is a form of active attitude towards reality, aimed at achieving a consciously set goal. The main formative element of activity is the “motive - goal” vector. In the traditional concepts of classical psychology, three genetically replacing each other and coexisting throughout life path type of activity: play, study, work. Although as types of human activity they have much in common, nevertheless, in terms of results, organization, and specific motivation, there are fundamental differences. For a person, work is the main activity, because... it not only serves the other two species, but also ensures, through the creation of a socially significant product, the unity and solidity of human society, both in space and time.

In the most general definition, work is an expedient and socially useful human activity that requires mental and mental effort. The Encyclopedic Dictionary defines labor as “a purposeful human activity aimed at modifying and adapting objects of nature to satisfy one’s needs.” Labor is of decisive importance for the formation of personality and its existence. The labor process unfolds in the sphere of material production. Through work, a person, with the help of knowledge, skills, and abilities, adapts the material environment to his needs and requirements.

The components of labor are:

purposeful activity (labor as a process and result) Physical labor (material products) and mental labor (ideal products);

subject of labor (objects towards which human activity is directed);

means of labor (tools with which labor is performed). Manual, mechanized and automated labor;

subject of labor (employee) Automated labor worker - operator;

Unlike the productive behavior of animals, work, as a specifically human activity, is characterized by awareness. This awareness from a psychological point of view is expressed in:

Conscious anticipation of a socially valuable result;

Consciousness of the obligation to achieve a socially fixed goal;

awareness of interpersonal production relations and dependencies.

The described social mechanism of labor has its own psychological structure. Within the framework of labor psychology, individual psychological, cognitive, personal and social-personal aspects of work are studied.

The conditions under which members interact working group, influence the success of their joint activities, satisfaction with the process and results of work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature regime, 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.

The socio-psychological climate of the team is associated with a certain emotional coloring of the psychological connections of the team, arising on the basis of their closeness, sympathies, coincidence of characters, interests and inclinations.

The purpose of this work is a comprehensive consideration and study of the concept of “socio-psychological climate” and its influence on the relationships of workers in the work collective, its structure, models, as well as factors influencing the formation of the climate.

Chapter 1. The concept of a team

With the course of modern scientific, technical and social progress, with its contradictory social and socio-psychological trends and consequences, many acute problems of the socio-psychological climate of the team are inextricably linked.

However, climate is not only a problem of today’s socio-psychological complexities of social and scientific and technological progress, but at the same time it is also a problem of solving tomorrow’s long-term problems associated with modeling new, more advanced than before, human relations and human communities.

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.

The socio-psychological climate can be considered as a multifunctional indicator:

the level of a person’s psychological involvement in activity;

measures of the psychological effectiveness of this activity;

the level of mental potential of the individual and the team, not only realized, but also hidden, untapped reserves and opportunities;

scale and depth of barriers to implementation

psychological reserves of the team;

those shifts that occur in the structure of the mental potential of the individual into the collective.

A team is a type of small group. Small groups can be different in size, in the nature and structure of relationships existing between their members, in individual composition, characteristics of values, norms and rules of relationships shared by participants, interpersonal relationships, goals and content of activities. The quantitative composition of a group is called its size, the individual composition is called composition. The structure of interpersonal communication, or the exchange of business and personal information, is called communication channels, the moral and emotional tone of interpersonal relations is called the psychological climate of the group.

The general rules of behavior that group members adhere to are called group norms.

All of the listed characteristics represent the main parameters by which small groups are identified, divided and studied. Among highly developed small groups, collectives stand out. The psychology of a developed team is characterized by the fact that the activities for which it was created and which it is engaged in in practice undoubtedly have a positive meaning for many people, not only for members of the team. In a team, interpersonal relationships are based on mutual trust of people, openness, honesty, decency, mutual respect, etc.

In order for a small group to be called a team, it must meet a number of very high requirements:

successfully cope with the tasks assigned to her,

have high morals, good human relations,

create for each member the opportunity to develop as an individual,

be capable of creativity, i.e. as a group, giving to people more than the sum of the same number of individuals working individually can provide.

Psychologically developed as a collective, a small group is considered to be one in which a differentiated system of various business and personal relationships has developed, built on a high moral basis. Such relationships can be called collectivist.

Collectivist relations are defined through the concepts of morality, responsibility, openness, collectivism, contact, organization, efficiency and information content. By morality we mean the construction of intra-collective and extra-collective relations on the norms and values ​​of universal morality. Responsibility is interpreted as the voluntary acceptance by a team of moral and other obligations to society for the fate of each person, regardless of whether he is a member of this team or not. Responsibility is also manifested in the fact that team members confirm their words with deeds, are demanding of themselves and each other, objectively assess their successes and failures, never abandon a job halfway, consciously submit to discipline, and place the interests of other people no lower than their own, according to - take good care of the public good.

The openness of a team is understood as the ability to establish and maintain good relationships built on a collectivist basis with other teams or their representatives, as well as with newcomers to one’s team. In practice, the openness of the team is manifested in the provision of comprehensive assistance to other teams, not members of the team. Openness is one of the most important characteristics by which a team can be distinguished from social associations that are externally similar to it.

The concept of collectivism includes the constant concern of team members for its successes, the desire to resist what divides and destroys the team. Collectivism is also the development of good traditions, the confidence of everyone in their team. The sense of collectivism does not allow its members to remain indifferent if the interests of the collective are affected. In such a team everyone important questions are decided jointly and, if possible, by general consent.

Genuinely collectivist relationships are characterized by contact. It means good personal, emotionally favorable friendly, trusting relationships among team members, including attention to each other, goodwill, respect and tact. Such relationships provide a favorable psychological climate, a calm and friendly environment in the team.

Organization is manifested in the skillful interaction of team members, in the conflict-free distribution of responsibilities between them, and in good interchangeability. Organization is also the ability of the team to independently detect and correct deficiencies, prevent and promptly solve emerging problems. The results of the team’s activities directly depend on organization.

One of the conditions for successful team work and the establishment of trusting relationships is good knowledge members of each other’s team and the state of affairs in the team. This knowledge is called awareness.

Sufficient awareness presupposes knowledge of the tasks facing the team, the content and results of its work, positive and negative aspects, norms and rules of behavior. This also includes good knowledge of team members about each other.

Efficiency is understood as the success of a team in solving all its tasks. One of the most important indicators of the effectiveness of a highly developed team is the super-additive effect. It represents the ability of the team as a whole to achieve results in work that are much higher than can be achieved by a group of people of the same size working independently of each other, not united by the system of described relationships.

"The super-additive effect is one of the most important indicators of the effectiveness of a highly developed team . It represents the ability of the team as a whole to achieve results in work that are much higher than what can be done by a group of people of the same size working independently of each other, not united by the system of described relationships.”

Wikipedia.

“The super-additive effect is the result of group activity, higher in quantity and quality compared to individual work. It occurs in a small group when its level of development approaches the team due to a clearer division of responsibilities, coordination of actions and the establishment of good business and personal relationships between employees.”

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Scheme: structure of the socio-psychological climate.

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 tonal one is his emotional attitude of satisfaction or dissatisfaction with these aspects.

The psychological climate of the team, 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 fact that the attitude towards the world (the system of value orientations of the individual) and the attitude towards oneself (self-awareness, self-attitude and well-being) fall into the rank of subsequent, and not immediate manifestations of climate, is explained by their more complex, multiply mediated dependence not only on the situation of a given team , 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 well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on the family situation and physical health of the 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 particular group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group.

Each member of the team, on the basis of all other parameters of the psychological climate, develops in himself a consciousness, perception, assessment and sense of his “I” corresponding to this climate within this particular community of people.

A person’s well-being, to a certain extent, can also serve as a known indicator of the degree of development of his spiritual potential. In this case, we mean a mental state that is largely determined by the atmosphere of the production team.

From this point of view, the very well-being of an individual can be considered as one of the most general indicators of the socio-psychological climate.

A - attitude to business;

B - personal well-being (attitude towards oneself);

B - attitude towards other people.

2.3 Models of socio-psychological climate

The selection of models is based on an assessment of three aspects:

) level of development of the psychological potential of the team;

) the degree of its implementation in this moment;

) the trend of further changes in the psychological potential of the team;

Let's consider three main options:

Option A.

A high level of development of the socio-psychological potential of the team, which corresponds to the degree of its implementation. When working with full dedication, the necessary reserve of forces is maintained for further improvement of working conditions and organization of work, and there is no work to wear out.

A clear organization of work and management in a team, combined with the necessary reserve of strength and satisfaction from tangible returns, opens up the prospect of further development of the socio-psychological potential of the team.

Option B.

A high level of development of the psychological potential of the team with an extremely low degree of its implementation at the moment, which is associated with the imperfection of the organization of work and management that has developed within the framework of the system that goes beyond the boundaries of this team. Hence the emerging trend of curtailment of the socio-psychological potential of the team and a decrease in the overall level of its professional socio-economic efficiency and a trend of growing dissatisfaction with the system of organization and management that goes beyond the scope of this team, and the escalation of this dissatisfaction into conflict.

Option B.

The low level of development of the social and psychological potential of the team is compensated by work (albeit with outdated methods, but with full dedication - for wear and tear). In the future, this case promises a disruption in work and a sharp drop in socio-economic efficiency.

These variants of the socio-psychological climate, of course, do not exhaust their real diversity.

The socio-psychological climate of the teaching staff of a closed professional educational institution has its own characteristics. They are determined primarily by the goals and objectives facing a closed-type professional educational institution as an educational organization. And at the same time, a school is an organization that carries out educational functions, with all the ensuing consequences. Educating students, instilling in them moral standards and respect for the rules of law, developing their labor skills is a mandatory condition of existence.

The external environment can also influence the socio-psychological climate. Employees have constant contact with people who have broken the law (convicted criminals) or their loved ones, which requires the manifestation of high moral qualities, human feelings, and the ability to use psycho-emotional direction in the treatment process.

A feature that significantly influences the socio-psychological climate is that the teams of closed educational institutions are often male teams, with rare exceptions.

4 Factors that determine the socio-psychological climate

There are a number of factors that determine the socio-psychological climate in a team. Let's try to list them.

Job satisfaction.

Of great importance for the formation of a favorable climate 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.

Group compatibility and harmony

Interpersonal relationships that arise as a result of communication between people in their group determine psychological compatibility. Psychological compatibility is understood as the ability to work together. People who are similar to each other find it easier to interact. 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.

They distinguish between the phenomena of compatibility and harmony. The compatibility effect most often occurs in personal relationships, while the harmonious effect usually results from formal, business-related relationships related to activities. The basis of teamwork is the success and effectiveness of joint activities, which presupposes consistency in the work between its participants.

For example, imagine a boat crew of eight rowers and a helmsman. Success here will largely depend on the teamwork of the athletes, although compatibility also matters. Of course, in addition to consistency, harmony also includes like-mindedness, common points of view, unanimity, and friendly relations.

Each member of the team, in accordance with his business and personal qualities and social role, occupies a certain position in the system of group interpersonal relations.

Team cohesion

Group cohesion is manifested primarily in the emotional sphere. It is unlikely that joy and sorrow can coexist at the same time in a close-knit group, and when someone cries, no one will laugh.

Factors influencing group cohesion.

attitude of group members towards the leader;

trusting, sincere relationships;

duration of time spent together;

recognition of the personal contribution of each team member.

Relationships in a team and its cohesion largely depend on what the members of the team themselves are, what their personal qualities are and the culture of communication, manifested in the degree of emotional warmth, sympathy or antipathy. Members of the work collective are representatives of different temperaments, gender and age groups, and have different habits, views, and interests.

The predominance of certain personal qualities among team members affects the relationships that develop within the team, the nature of its mental state, gives it a certain feature that can contribute or hinder its unity. Negative character traits especially hinder team unity: resentment, envy, painful pride.

Members of a close-knit team, as a rule, are in no hurry to leave it, i.e. labor turnover decreases.

Nature of communications.

The psychological climate in a group is based on the individual characteristics of each participant, their mutual communication skills, assessments and opinions, reactions to the words and actions of others, as well as the social experience of group members. 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 one’s point of view, mastery of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.

When analyzing mental compatibility, it is important to take into account the types of communicative behavior (V.M. Shepel’s classification):

collectivists: sociable, supportive of any endeavor, proactive;

individualists: inclined to solve a problem alone, gravitating towards personal responsibility;

pretensionists: endowed with vanity, resentment and a desire (claims) to be the center of attention when doing work;

imitators: avoiding complications by imitating other people's manners;

passive (opportunists): weak-willed, not showing initiative and susceptible to outside influence;

isolated: non-contact, having an intolerable character.

Leadership style.

The democratic style develops sociability and trust in relationships, friendliness. At the same time, there is no feeling of decisions being imposed from the outside, “from above.” The participation of team members in management, characteristic of this leadership style, helps to optimize the socio-psychological climate.

The authoritarian style usually breeds hostility, submissiveness and ingratiation, envy and mistrust. But if this style leads to success that justifies its use in the eyes of the group, it contributes to a favorable socio-psychological climate, as, for example, in sports or in the army.

The permissive style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable socio-psychological climate.

A permissive style may be acceptable only in some creative teams.

Thus, the manager can significantly influence the nature of interpersonal relationships in the work team, the attitude towards joint activities, satisfaction with the conditions and results of work.

The role of the immediate supervisor in the educational process and in production - foreman, foreman, etc., as well as the role of the enterprise administration is enormous in creating a favorable socio-psychological climate.

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). At the same time, it is especially necessary to highlight the feeling of security when everyone knows that in case of failure (in the sphere of work, everyday life, family) the team “stands” behind him, that they will definitely come to his aid.

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 socio-psychological climate in the work team.

Chapter 3. Conflict as part of the socio-psychological climate of the team

3.1 What is conflict?

In psychology, conflict is defined as “a collision of oppositely directed, mutually incompatible tendencies, a single episode in the mind, in interpersonal interactions or interpersonal relationships of individuals or groups of people associated with negative experiences” (Brief Psychological Dictionary.)

Based on the definition, three main components can be distinguished in a conflict:

In a conflict there is always a contradiction, a clash of positions, behind which there is a difference in interests, values ​​or normative ideas of the parties. Participants in the conflict feel that the gain of the first party is a loss for the other.

In a conflict, interests or ideas that are significant to a person are always affected (regardless of what is being discussed), which is the cause of expressed negative emotions among the participants and often becomes the main obstacle in finding a reasonable way out of the current situation.

Conflict also necessarily presupposes an element of conflict behavior-reaction that arises when trying to resolve a contradiction.

Thus, the conflict formula can be presented as:

3.2 Types of conflict

In social psychology, there is a multivariate typology of conflict depending on the criteria that are taken as a basis.

So, any conflict (like special case interaction) can be described using basic interaction parameters.

Values ​​of interaction. Any type of interaction is endowed by its participants with the meaning that they see in it for themselves or would like to see.

The value side of human interaction, in essence, raises the question “why” or “for what.” Regardless of whether the participants in the interaction themselves formulate this question for themselves and give a conscious answer to it, they always have dominant values ​​that guide their actions, creating a certain model of their behavior in interaction.

Interests of interaction participants. Each person enters into a situation of interaction with his own interests. People consider some of them as goals for themselves, without the implementation of which the given situation ceases to satisfy them.

Means (methods, ways) for achieving goals. The presence of certain goals presupposes the presence or search for appropriate means, methods, and ways to achieve them. The question of methods concerns the procedural side of interaction, its organization - “how it is done.”

Potential of interaction participants. Successful solution of interaction problems presupposes that its participants have a level of competence, a sum of knowledge, a set of skills (even the simplest ones), physical capabilities necessary for its implementation, that is, their potential meets the set of requirements imposed by interaction.

Rules of interaction (the expected contribution of each participant to the overall interaction, their role responsibilities, the degree of possible participation of each in making common decisions, rules of “behavior” in relation to each other, etc.).

For each of these interaction parameters, contradictions and conflict situations may arise.

The characteristics of the conflict can also be given depending on:

A) the subjects involved:

intrapersonal;

interpersonal;

intergroup;

between an individual and a group.

B) outcome:

destructive;

constructive.

B) the organizational levels involved:

horizontal (when representatives of the same organizational level are involved in the conflict);

vertical (when representatives of different organizational levels are involved in the conflict).

D) duration of occurrence:

short-term;

protracted.

D) source of occurrence:

subjective (personal qualities, individual characteristics of the participants in the conflict);

objective (economic, technological, organizational factors).

One should also distinguish between realistic and unrealistic conflicts.

A conflict is usually called realistic if it is associated with the pursuit of certain goals by the participants;

In unrealistic conflicts, the goal of the participants in the situation is to openly express accumulated emotions and hostility. Conflict ceases to be a means of achieving goals, but becomes an end in itself, sometimes a way to discharge accumulated emotional tension. To resolve it, it needs to be converted to realistic.

Structure of the conflict

Every conflict has a more or less clearly defined structure. In any conflict there are:

a) the object of a conflict situation, associated either with technological and organizational difficulties, or with the specifics of business and personal relations of the conflicting parties;

b) goals, subjective motives of its participants, determined by their views and beliefs, material and spiritual interests;

c) opponents, specific persons who are its participants;

d) the real reasons, which are important to be able to distinguish from the immediate cause of the collision.

Stages of the conflict

The stage of potential formation of conflicting interests, values, norms;

the stage of transition of a potential conflict into a real one or awareness by the participants of the conflict of their correctly or falsely understood interests;

stage of conflict actions;

stage of removing or resolving a conflict.

3.3 Methods for resolving conflicts

According to experts, in 80% of organizational conflicts a solution can be found that completely satisfies both parties. But in real life this happens much less frequently.

The most common obstacles to effectively finding a way out of a conflict situation are:

the presentation of this outcome by the parties to the conflict solely in the form of their victory;

replacing the search for a solution that satisfies both sides with a fight for one’s interests or ideas;

emotional aspects that prevent compromise or concessions, inadequacy;

lack of open communication and lack of an atmosphere of mutual trust and cooperation;

lack of negotiation and compromise skills, tendency to use ineffective strategies.

In a conflict situation, its participants are faced with the need to choose one of three fundamental possibilities for their actions in this situation:

) the path of “struggle” aimed at achieving what you want by all available means;

) avoiding conflict;

) conducting negotiations in order to find a solution to the problem that has arisen that is acceptable to both parties.

Each of these possibilities presupposes appropriate strategies for the behavior of the participants in the conflict. One of the practical approaches to the classification of conflict interaction strategies used in conflictology (authors W. Thomas and R. Kilman) takes as a basis the degree of orientation of the participants in the situation towards their own interests and the preservation of relationships, and based on these two variables, it identifies five types of strategies.

Dominance is the desire to achieve satisfaction of one’s interests to the detriment of maintaining relationships.

Compliance, as opposed to competition, means sacrificing one's own interests for the sake of maintaining relationships.

Withdrawal, which is characterized by both a lack of desire for cooperation and a lack of tendency to achieve one’s own goals, which is why, in fact, the conflict occurred

A compromise characterized by the tactics of minor concessions.

Cooperation is when the participants in a situation come to an alternative that fully satisfies the interests of both parties and preserves the relationship between them.

The choice of one or another behavioral strategy by a conflict participant is determined by the characteristics of the situation, the behavior of his partners, as well as his own personal characteristics. It would be wrong to unequivocally consider any of the strategies mentioned as ineffective. In specific circumstances, any of them may be an adequate way out of a conflict situation. This does not mean, however, that when analyzing the “price” of certain solutions, we cannot identify priority ones among them.

In essence, only the negotiation process aimed at developing compromise or integrative solutions is today considered by experts as an effective process for resolving a conflict situation. The way to avoid conflict, be it a strategy of avoidance or compliance, is regarded as a sign of “unviability,” that is, in this case, an inability to solve one’s problems.

The path of dominance, “hard fighting” or “soft” assertiveness, which has Negative consequences for the relations of the participants in the situation, has sufficiently revealed its inconsistency at all levels of human communication - from international relations to privacy of people. Dominance and struggle can provide a person with a solution to a problem in his own interests, but at the cost of his relationship with his partner. Avoiding conflict and conflictual interactions can preserve or even improve relationships, but at the cost of abandoning one's own interests or the position that one is defending. And only an integrative-compromise approach, when effectively implemented, makes it possible to simultaneously solve the problem and preserve the relationship, which is considered a truly successful solution to the conflict.

Mary Parker Follett (September 3 1868 - December 18 1933 ) - American sociologist and consultant Management and Pioneer in Organization Theory and Organizational Behavior. She is also the author of a number of books and numerous essays , articles and speeches on democracy, human relations, political philosophy, psychology, organizational behavior and conflict resolution

Wikipedia.

So, between two people who work in the same library office, disagreements arise because one of them wants to open the window because it’s stuffy, and the other is afraid of catching a cold. Is this situation a situation of incompatible interests? Yes and no, depending on at what level we consider it. If we see this situation “at the window level,” then the interests of the participants are incompatible, since the window cannot be open and closed at the same time.

But is this the interests of the partners?

The position of the first participant in the situation is to “open the window.” But his interest is not in opening the window, but in “providing access to fresh air.”

The position of the second participant is “not to open the window,” his interest is “to prevent physical discomfort.” The same interest may allow for different ways of satisfying it, but each of the partners in this case sees only one possibility, and they turn out to be incompatible.

The task of integrative conflict resolution is to reformulate the subject of the conflict, moving from the positions presented by the participants in the situation to the interests behind them.

According to them, the problem of conflict will not be “open the window - do not open the window”, but “under what conditions can access be provided? fresh air(interest of participant I) so as to prevent physical discomfort (interest of participant II)" and will come down to a subsequent search for possible options.

The general scheme of this process will look like this:

Presented position of the first party	Presented position of the second party
Go to Interests
First party interest	Interest of the second party
Moving on to searching for conditions for compatibility of both interests
The first party puts forward its conditions for accepting the interest of the second party	The second party puts forward its conditions for accepting the interest of the first party
Transition to the search for conditions of compatibility of the put forward conditions
Acceptance by the first party of the interest of the second party with its own conditions	Acceptance by the second party of the interest of the first party with its own conditions
Transition to developing an agreed solution
An agreed solution that takes into account the interests of both parties and the conditions put forward by them for realizing the interests of the opposing party.

A successful negotiation process to resolve a conflict situation that has arisen is possible only if the following conditions are met.

First of all, the interaction of partners must be meaningful or absolutely necessary for them; one way or another they are interested in preserving it.

If the interaction is neither necessary nor meaningful for its participants, then they do not value it and, when faced with disagreements, may prefer destruction and severance of the relationship.

Next, the parties to the conflict must realize the need to solve the problem that has arisen. If either of them does not admit at all that there are any problems in their interaction, this makes negotiations difficult or may make them impossible. However, recognizing the problem and the need to solve it is not enough. Participants in the conflict must also be aware of the commonality of their interests in solving the problem that has arisen, and realize that only through joint efforts can they solve this problem.

Next important factor is the willingness of the parties to the conflict to recognize the position of the other and his interests. Partners must come to an understanding of the need to take each other's interests into account, otherwise their efforts will be aimed solely at defending their own position.

The above scheme for searching for integrative solutions carries a general idea of ​​resolving contradictions rather than an exact algorithm of actions, since they can vary depending on the type of conflict situation in question.

It was previously stated that the behavioral strategies chosen by its participants in a conflict situation are decisive for the outcome of the conflict. Indeed, the negotiation process can be effectively carried out regardless of the subject of the conflict, but the latter may have a certain influence on the nature of the decision made.

A conflict of values ​​affects the most significant aspects of a person’s relationships with other people. Where they are ideological, ideological, ethical or religious in nature, compromise or coordination of values ​​is hardly possible; rather, their coexistence is possible. If they are of a more private nature and significantly influence the interaction of people, for example, when it comes to the values ​​of their joint activities, you can try to look for either a compromise or the possibility of their simultaneous (parallel or sequential) implementation.

The nature of resolving conflicts of interest is determined by the possibilities of their compatibility. If the interests of the participants in a conflict situation are recognized as incompatible, only compromise solutions are possible - an agreement based on concessions. If the interests of the participants are compatible, it is possible to search for integrative solutions, options that satisfy the interests of both parties.

The conflict between human potential and activity requirements can be resolved either by expanding a person’s potential capabilities or by changing the nature of the requirements placed on him.

The same can be said about conflicts associated with different potentials of the participants in the interaction, since the problems that arise in these situations, as a rule, are formulated in the form of a conflict of inconsistency on the part of a person with higher potential.

Conflicts that are based on disagreements regarding the means of achieving goals or the rules of interaction, its norms, are subject to settlement through the harmonization of ideas and norms. Coordination can be carried out on the basis of compromise, the formulation of new norms, the search for other, mutually acceptable solutions, etc.

work collective psychological climate

Types of conflicts and ways to resolve them:

Conflict type	Standard settlement method
Conflict of values	Separation from the sphere of interaction and coexistence. Determining the conditions of coexistence
Resource conflict	Compromise decisions that determine how a resource is used
Conflict of interest	Integrative or compromise solutions that create the possibility of full or partial realization of the interests of both parties
Conflict of means to achieve goals	Integrative or compromise solutions that determine the order of organizing joint activities or interactions
Potential conflict	Integrative or compromise solutions, focused either on prospects for expanding potential or on reconsidering requirements
Conflict of norms	Integrative or compromise solutions that revise or clarify the norms of interaction

3.4 Positive meaning of organizational conflict

Conflicts undoubtedly create tense relations in the organization, switch the attention of employees from the immediate concerns of production to “showing things off,” and have a serious impact on their neuropsychic state.

However, conflict is also an undoubted condition for the development of an organization.

The study of the role of organizational conflict made it possible to identify its following functions:

Formation of groups, establishment and maintenance of normative and physical parameters of the group.

Establishing and maintaining a relatively stable structure of intragroup and interpersonal relationships, integration and identification, socialization and adaptation of both individuals and groups.

Obtaining information about the environment.

Creating and maintaining a balance of power and, in particular, power; ensuring social control.

Rulemaking.

Creation of new social institutions.

Diagnosis of dysfunction of the organization.

Growing self-awareness of the conflict participants.

Stimulating group dynamics.

Conflict management requires managers to have high competence not only in organizational, economic and legal management issues, but also in special areas of psychological knowledge that provide solutions to the problems of self-organization and the organization of rational interaction between people in conditions that provoke opposition and psychological tension.

Conclusion

Before writing it, we defined the purpose of this work as a comprehensive consideration and study of the concept of “socio-psychological climate” and its influence on the relationships of workers in the work team, its structure, models, as well as factors influencing the formation of the climate.

And so, we considered issues related to the concept of “Socio-psychological climate of the team.”

During our review, we found out that:

a) A team is one of the types of “small group”. And the “small groups” themselves differ in size, in the nature and structure of the relationships that exist between their members, in their individual composition, the characteristics of the values, norms and rules of relationships shared by the participants, interpersonal relationships, goals and content of activities.

b) The socio-psychological climate of a team is the prevailing and relatively stable mental mood of the team, which finds diverse forms of manifestation in all its life activities.

c) The socio-psychological climate can be either favorable or unfavorable. This is influenced by various factors.

e) There are three models of socio-psychological climates, which differ in relationships within the team, the attitude of team members to work, and ultimately, directly affect work efficiency.

f) Factors that directly influence the state of the socio-psychological climate of the team include: job satisfaction; compatibility and teamwork; team cohesion; the nature of communications within the team; team management style; and the nature of the work performed.

In addition, we found out that conflict is inherent in any team. Conflicts in teams vary in both essence and content. But the most amazing thing is that conflict often has a beneficial effect on the state of the socio-psychological climate in the team, no matter how amazing it may sound.

Having considered all these and many others, not mentioned here, facts, factors, information, etc., we have compiled for ourselves the most complete picture of what we are used to calling the “social and psychological climate of the team,” which means we can say with confidence that the goal we set before starting work has been achieved.

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