Psychological compatibility in the team. Questions for the test “Relationships with colleagues Psychological compatibility in a team

When working in a team, it is very important to build relationships with colleagues, since most of the time a person spends at work. If working days will be held in a friendly, warm and welcoming atmosphere, then any business is up to the task. At the same time, the mood will always be on top, and the absence of intrigue, squabbles and conflicts will only strengthen.

Conduct a group psychological in the team. Offer and distribute questionnaires to colleagues with a series of questions that they must honestly answer. When everyone has completed the task, collect the leaves, knock out the results and read aloud. The calculation of the test results in the psychological group is based on the fact that one point is awarded for each positive answer.

When criticizing a colleague, did you feel the desire to reason with him so that he would not repeat the same mistakes?

Would you like all the events that take place in your company to be coordinated with you?

Have you ever felt the desire to have full control over the activities of the company you work for?

Don't you think that your speeches in front of colleagues are very long?

Do you have a habit of “putting pressure” on your opponent in disputes, while not allowing him to insert at least one word in defense of his opinion?

Do you like to engage in discussions with different people?

Are you able to turn every discussion into a heated argument?

Have you noticed that your co-workers are generally defensive when interacting with you?

Have you noticed that your colleagues try not to discuss their work plans with you?

Do you consider external attributes of power and high position important?

Are you ready to be responsible for own mistakes and misses?

Do you easily share with a colleague the privileges or power you have?

Do you feel wary and dry from colleagues towards you, when you expect friendliness and reverence?

Are you of the opinion that your colleagues are much less competent and do not have the professionalism that you undoubtedly have?

Less than 6 points. You don't always get along with co-workers. Apparently, your "prickly" nature is the reason for this. If you try to keep your emotions and words under control, relationships with colleagues for you and for them will be more comfortable and enjoyable.

More than 7 points. It is very strange if you still have some kind of relationship with your colleagues. It is quite possible that they are doing their best not to catch your eye and not run into a scandal. If you change your attitude towards employees and see them as not only labor force, but also ordinary people with their problems and moods, then you will be able to improve relations in the team.

This test, conducted in the form of a group psychological game, will help you find out the true atmosphere that reigns in your team. You will also be interested in taking the “Colleagues or Friends?” test, which will allow you to draw some conclusions about relationships in the team.

Spend group psychological game in a collective. Offer and distribute questionnaires to colleagues with a series of questions that they must honestly answer. When everyone has completed the task, collect the leaves, knock out the results and read aloud. Counting test results in psychological group game is based on the fact that one point is awarded for each positive answer.

Questions for the test "Relationships with colleagues"

- When criticizing a colleague, did you feel a desire to reason with him so that he would not repeat similar mistakes?

- Would you like all the events that take place in your company to be coordinated with you?

- Have you ever felt the desire to fully control the activities of the company in which you work?

- Don't you think that your speeches in front of colleagues are very long?

- Do you have a habit of “putting pressure” on your opponent in disputes, while not allowing him to insert at least one word in defense of his opinion?

- Do you like to engage in discussions with different people?

- Do you manage to turn every discussion into a heated argument?

- Did you pay attention to the fact that your colleagues mostly take a defensive position while communicating with you?

- Have you noticed that your colleagues try not to discuss their work plans with you?

- Do you consider external attributes of power and high position important?

Are you ready to take responsibility for your own mistakes and failures?

- When talking about the content of your work, do you often use the pronoun "I"?

- Do you easily share with a colleague the privileges or power that you have?

- Do employees show admiration for your determination and professionalism?

- Do you feel cautious and dry on the part of your colleagues towards you, while you expect friendliness and reverence?

- Are you of the opinion that your colleagues are much less competent and do not have the professionalism that you undoubtedly have?

Psychological Group Game Test Results

Less than 6 points. You don't always get along with co-workers. Apparently, your "prickly" nature is the reason for this. If you try to keep your emotions and words under control, relationships with colleagues for you and for them will be more comfortable and enjoyable.

Over 7 points. It is very strange if you still have some kind of relationship with your colleagues. It is quite possible that they are doing their best not to catch your eye and not run into a scandal. If you change your attitude towards employees and see them not only as a labor force, but also as ordinary people with their problems and moods, then you will be able to improve relations in the team.

This test, carried out in the form group psychological game, will help you find out the true atmosphere that reigns in your team. It will also be interesting for you to take the test “Colleagues or friends? ”, which will allow us to draw some conclusions about the relations in the team.

Application

1. Test - a questionnaire for assessing interpersonal relationships in a team.

When answering the test questions, choose one of the four possible answers.

How would you rate your belonging to the group?

a) I feel like a member of the group

b) Participate in the affairs of the group

c) I do not feel like a member of the group

d) I prefer to work separately from the other members of the group

Are you satisfied with the attitude of your fellow students?

a) Fully satisfied

b) Satisfied (on)

c) Not satisfied enough

d) Completely dissatisfied

If you had the opportunity, would you go to study in another group?

a) Definitely not

b) Most likely, would remain (s) in this group

c) Rather, I would have moved (la) than stayed (s)

d) Willingly moved (la) to study in another group

What are the relationships in your group?

a) Better than most other bands, in my opinion

b) Probably the same as in most other groups

c) worse than in other groups

d) I think that it is much worse than in most other groups

Do you think that traditions of mutual support and mutual assistance have developed in your group?

a) Definitely yes

b) More likely than not

c) Rather no than yes

d) Definitely not.

Data processing.

Each answer for option "a" is estimated at 4 points, "B" - 3, "c" - 2, "d" - 1 point. Calculate the total points for the selected answers. The possible range of the test score is from 5 to 20. The highest score may indicate good relationships in the group and a high index of group cohesion, and vice versa.

Relationship diagram in group No. 14.

70% of students have friendly relations with all members of the group;

20% maintain good relations, but prefer their own social circle;

8% - communicate with classmates, because this is a necessity associated with their studies;

2% of students did not find a common language with the group.

2. Determination of the psychological climate of the class.

For a general assessment of the main manifestations of the psychological climate in the group, you can use the map-scheme. In it, on the left side of the sheet, those qualities of the team that characterize a favorable psychological climate are described, on the right - the qualities of a team with a clearly unfavorable climate. The degree of manifestation of certain qualities can be determined using a seven-point scale placed in the center of the sheet (from +3 to -3).

Using the diagram, you should first read the sentence on the left, then on the right, and after that mark with a “+” sign in the middle part of the sheet the assessment that best corresponds to the truth. It should be borne in mind that the ratings mean:

3 - the property indicated on the left always appears in the team;

2 - property appears in most cases;

1 - the property appears quite often;

0 - neither this nor the opposite (indicated on the right) properties are manifested clearly enough, or both are manifested to the same extent;

1 - quite often the opposite property appears (indicated on the right);

2 - property appears in most cases;

3 - the property always appears.

POSITIVE FEATURES								Negative features
Cheerful and cheerful mood prevails								Depressed mood, pessimistic tone prevail
Goodwill prevail in relationships, mutual sympathy								Conflict in relationships, aggressiveness, antipathy prevail
In relations between groupings within the team, there is mutual disposition and understanding.								Groups are in conflict
Team members like to be together, participate in joint activities, spend their free time together								Team members show indifference to closer communication
The successes or failures of individual members of the team cause empathy, the participation of all members of the team								The successes and failures of team members leave others indifferent
Approval and support prevail, reproaches and criticism are expressed with good intentions								Critical remarks are in the nature of overt and covert attacks
Team members respect each other's opinions								In the team, everyone considers his own opinion to be the main one and is intolerant of the opinions of his comrades.
In difficult moments for the team, there is an emotional unity according to the principle “one for all, all for one”								In difficult cases, the team “limp”, confusion appears, quarrels arise, mutual accusations
The achievements or failures of the team are experienced by everyone as their own.								The achievements or failures of the entire team do not resonate with its individual representatives.
The team is sympathetic and friendly to new members, trying to help them get comfortable								Beginners feel superfluous, strangers, hostility is often shown to them.
The team is active, full of energy								The team is passive, inert
The team is quick to respond when something needs to be done.								The team cannot be raised to a joint cause, everyone thinks only about their own interests
In the team there is a fair attitude towards all members, here they support the weak, advocate for them								The collective is divided into “privileged” and “neglected”, here they treat the weak with contempt, ridicule them
Team members show a sense of pride in their team if it is noted by leaders								The praise and encouragement of the team are treated indifferently here.

To present a general picture of the psychological climate of the team, it is necessary to add up all the positive and negative points. The result obtained can serve as a conditional characteristic of the psychological climate of a greater or lesser degree of favorableness.

3. Individual training.

This form of training is unique.

Another company.

Invite students to observe students in an unfamiliar (or unfamiliar) class (and in general any organized group of people) and try to answer the following questions:

a) Who is the most popular and respected in the group?

b) Why (his personal, business or other qualities)?

c) Who is the least popular?

d) Why?

e) Who is the unspoken asset of the class?

f) Who is who in this asset (organizer, business and emotional leader, craftsmen, etc.)?

g) Who is the greatest individualist?

h) Which groups of people are more closely related?

i) What can connect them?

Students can verify the correctness of their conclusions by contacting members of the study group, which in itself represents a new level of mastering communication skills.

4. Group training.

This training allows you to reveal and identify the mechanisms of relationships in groups. These exercises are recommended by a psychologist.

bad company.

Twelve people participate in the game: Leader, Authority, Appropriate (two people). Sneak, Jester, Puppets (two people), Disgruntled (two people) and Downtrodden (two people). Initially, the performers of these roles should be selected by the presenter himself, but always from among volunteers, but in the future it is necessary to invite viewers to one or another role and generally change the role within the most “successful”, primitive group, so that everyone is “in the shoes” of everyone.

The most important element of the game is the rules for the interaction of its participants, the implementation of which must be closely monitored by the leader and, in addition to him, one of the non-players. These rules are:

The leader has the right to interrupt anyone. Authority - anyone except the Leader. Approximate - anyone, except for the Leader and Authority. Sneak - anyone, except Approximate, Authority and Leader. Jester - everyone except the Leader. Puppet - only Disgruntled and Leader. Dissatisfied - everyone, except for the Leader and the Authority of the Downtrodden, is cut off by anyone, he - by no one.

A player who violates these rules is transferred to the Downtrodden, but if the Downtrodden himself violated them, then he can not only be unanimously condemned, but simply expelled.

However, in addition to strictly following the rules, this game needs a fairly high theatricalization due to masks, false beards, symbols, etc. (for starters, at least it is necessary that everyone has a sign with the name of the role). The author of the game proposes to play it in two versions - ordinary and theatrical, however, for a number of reasons that simply cannot be given here, we recommend using the theatrical version. There are a lot of forms of such theatricalization - a gang of gangsters, a pirate ship, a primitive tribe, a pack of wolves, etc., but the main thing here, perhaps, is that, despite the peculiar “plot” provoking the participants’ aggressiveness, the theatrical version allows them to really lose , revealing at the same time many pressing sores of youthful relationships.

After the end of the game, it is advisable to discuss it, where the main thing should be the final discrediting of the “bad company” and a call for the creation of a genuine team.

5. Anatomy of communication.

The only luxury bestowed on man is communication. Without and outside of communication, the existence of a human community is impossible. And it is no coincidence that numerous studies by psychologists have proven that there is a direct and strong connection between the quality of communication and the psychological climate in the group. To understand how a teenager builds his communication, you can conduct the following test.

Ryakhovsky

This test makes it possible to determine the level of sociability of a person. You should answer his questions using three answers - “yes”, “sometimes” and “no”.
Questions

You have an ordinary or business meeting. Does her anticipation unsettle you? Yes; Sometimes; No. Are you postponing a visit to the doctor until it becomes completely unbearable? Yes; Sometimes; No. Do you feel embarrassed or displeased with the order to make a report, message, information at any meeting? Yes; Sometimes; No. You have to go on a business trip to a city where you have never been. Will you make every effort to avoid this business trip? Yes; Sometimes; No. Do you like to share your experiences with anyone? Yes; Sometimes; No. Do you get annoyed if a stranger on the street asks you (show the way, call the time, answer some question)? Yes; Sometimes; No. Do you believe that there is a problem of "fathers and sons", and that it is difficult for people of different generations to understand each other? Yes; Sometimes; No. Are you embarrassed to remind a friend that he forgot to return 10 rubles to you, which he borrowed a few months ago? Yes; Sometimes; No. In a cafe or canteen, you were served a dish of obviously poor quality. Are you silent, only pushing the plate away with irritation? Yes; Sometimes; No. Once alone with a stranger, you will not enter into a conversation with him and will be burdened if he speaks first. Is it so? Yes; Sometimes; No. You are horrified by any long queue, wherever it is (in a store, library, cinema box office). Do you prefer to abandon your intention than to stand behind and languish in anticipation? Yes; Sometimes; No. Are you afraid to participate in any review panel conflict situation? Yes; Sometimes; No. You have your own, purely individual criteria for evaluating works of literature, art, culture, and you do not accept any “foreign” opinions. This is true? Yes; Sometimes; No. Having heard somewhere on the sidelines an obviously erroneous point of view on a question well known to you, do you prefer to remain silent? Yes; Sometimes; No. Do you feel frustrated when someone asks you to help sort out a difficult issue or learning topic? Yes; Sometimes; No. Are you more willing to express your point of view (opinion, assessment) in writing than orally? Yes; Sometimes; No.

Key to the test . Answers “yes” - 2 points; “sometimes” - 1 point; “no” - 0 points.

Interpretation of results. 30 - 32 points. You are clearly uncommunicative, and this is your misfortune, since you yourself suffer the most from this. But it is not easy for people close to you! You are difficult to rely on in a matter that requires group effort. Try to be more sociable, control yourself.

25 - 29 points. You are closed, taciturn, prefer loneliness, and therefore you probably have few friends. A new job and the need for new contacts, if they do not plunge you into a panic, then they unbalance you for a long time. You know this feature of your character and are dissatisfied with yourself. But you are not limited only to such discontent: it is in your power to reverse these character traits. Doesn't it happen that with some strong enthusiasm you "suddenly" acquire complete sociability? It just takes a shake.

19 - 24 points. You are sociable to a certain extent and feel quite confident in familiar surroundings. New problems do not frighten you, and yet you converge with new people with caution, you are not willing to participate in disputes and disputes. Sometimes there is too much sarcasm in your statements without any reason. These shortcomings are fixable.

14 - 18 points. You have good communication skills. You are inquisitive, willingly listen to an interesting interlocutor, patient enough in dealing with others, defend your point without passion. Feel free to meet new people. At the same time don't love noisy companies, extravagant antics and verbosity makes you irritated.

9 - 13 points. You are very sociable (sometimes, perhaps even beyond measure), curious, talkative, like to speak out on various issues, which sometimes irritates others. Willingly meet new people, do not refuse a request to anyone, although you can not always fulfill it. It happens, flare up, but quickly move away. What you lack is perseverance, patience and courage when faced with serious problems. If you wish, however, you can force yourself not to back down.

4 - 8 points. You must be the shirt guy. Sociability beats out of you. You are always aware of everything. Like to take part in all discussions, although serious topics can make you feel blue. Willingly take the floor on any issue, even if you have a superficial idea about it. Everywhere you feel at ease. You take on any business, although you can’t always successfully bring it to the end. For this reason, the manager and colleagues treat you with some apprehension and doubt. Consider these facts!

3 points or less. Your communication skills are painful. You are talkative, verbose, intervene in matters that have nothing to do with you, undertake to judge problems in which you are completely incompetent. Willingly or unwittingly, you are often the cause of all sorts of conflicts. You need to educate yourself.

6. Conflict.

Thomas test

With the help of this test, it is possible to determine your own style of behavior in a situation of disagreement. In order to determine which way of behavior a person is inclined to, after carefully reading each of the double statements a) and b), choose one of them that is more consistent with how he usually acts and acts.

sayings

a. Sometimes I let others take responsibility for resolving a contentious issue.

b. Instead of discussing what we disagree on, I try to draw attention to what we both agree on.

b. I'm trying to settle a case that takes into account all of the other person's interests and my own.

b. Sometimes I sacrifice my own interests for the interests of another person.

a. I try to find a compromise solution.

b. I try not to hurt the other person's feelings.

a. When settling a controversial situation, I always try to find support from another.

b. I try my best to avoid useless tension

a. I'm trying to avoid trouble for myself.

b. I'm trying to get my way.

a. I try to postpone the decision of the controversial issue, in order to eventually resolve it definitively.

b. I consider it possible to yield in something in order to achieve another.

a. Usually I am persistently trying to achieve my goal.

b. First of all, I try to determine what all the interests involved and contentious issues.

a. I think that it is not always worth worrying about some kind of disagreement that has arisen.

b. I'm making an effort to get my way.

a. I am determined to get my way.

b. I'm trying to find a compromise solution.

a. First of all, I seek to clearly define who all the interests involved and the issues at issue consist of.

b. I try to calm the other down and mostly keep our relationship going.

a. Often I avoid taking a position that can cause controversy.

b. I give the opportunity to the other in something to remain with his opinion, if he also goes forward.

b. I insist that everything be done my way.

a. I communicate my point of view to the other and ask about his views.

b. I am trying to show the other the logic and advantage of my views.

b. I try my best to avoid stress.

b. I usually try to convince the other person of the merits of my position.

a. Usually I am persistently trying to achieve my goal.

b. I try to do my best to avoid useless stress.

a. If it makes the other person happy, I will give him the opportunity to have his own way.

b. I will give the other the opportunity to remain in my opinion if he meets me halfway.

a. First of all, I try to determine what all the interests involved and the issues at issue are.

b. I try to put aside controversial issues in order to eventually resolve them definitively.

a. I'm trying to get over our differences immediately.

b. I try to find the best combination of gains and losses for both of us.

a. When negotiating, I try to be attentive to the other.

b. I always tend to direct discussion of the problem.

a. I am trying to find a position that is in the middle between mine and the position of another person.

b. I defend my position.

a. As a rule, I am concerned with satisfying the desires of each of us.

b. Sometimes I let others take responsibility for resolving a contentious issue.

a. If the position of another seems important to him, I try to meet him halfway.

b. I try to convince the other to compromise.

a. I'm trying to convince the other that I'm right.

b. When negotiating, I try to be attentive to the arguments of the other.

a. I usually suggest a middle position.

b. I almost always seek to satisfy the interests of each of us.

a. I often try to avoid controversy.

b. If it makes the other person happy, I will give him the opportunity to have his own way.

a. Usually I am persistently trying to achieve my goal.

b. In settling the situation, I usually seek support from the other.

a. I propose a middle position.

b. I think that it is not always worth worrying about the differences that have arisen.

a. I try not to hurt the feelings of others.

b. I always take a position in a dispute so that we can succeed together.

Questionnaire key

*Question*	Rivalry	Cooperation	Compromise	Avoid	fixture
1					B
2		AT	A
3	A				AT
4			A		B
5		A		B
6	B			A
7			B	A
8	A	B
9	B			A
10	A		B
11		A			B
12			B	A
13	B		A
14	B	A
15				B	A
16	B				A
17	A			B
18			B		A
19		A		B
20		A	B
21		B			A
22	B		A
23		A		B
24			B		A
25	A				B
26		B	A
27				A	B
28	A	B
29			*BUT*	B
30		B			A

7. Creation of the poster "We are together."

The game form of conducting a class hour is a game aimed at uniting the group. I usually spend this lesson at the beginning of the school year, when the children are still little acquainted with each other.

At the beginning of the lesson, a conversation is held about the importance of friendship and group cohesion.

Each member of the group is given patterns of various objects (flower, sun, cloud, butterfly, tree, etc.), colored paper, felt-tip pens, scissors. Students are invited to choose a template, transfer it to colored paper, cut it out and sign their name. After that, everyone sticks their "drawing" on a large drawing paper. In the process of designing a poster, there is a discussion: what, where to stick. When the work is completed, a discussion of the received poster takes place.

8. Safety.

Questionnaire - a survey "Determining the level of safety of a teenager in a group."

Students are warned that the answers will not be known to classmates.

Questionnaire

1. I am afraid that my classmates will laugh at me when I answer at the blackboard (yes, no).

2. No matter what is going on in my life, when I enter a class, I feel better (yes, no).

3. My stomach or head often hurts, I often feel like I'm about to cry (yes, no).

4. There is a person in my group to whom I can tell about my problems (yes, no).

5. I know that no one in my group will hurt me (yes, no).

6. I am sure that my teacher (class teacher, master) will respect me even if I make some mistake (yes, no).

7. I know the rules that must be observed in our educational institution. I know what will happen if I break them (yes, no)

8. I'm afraid that my classmates will make fun of me because of my appearance (yes, no).

The answers to the questions posed allow me to create a picture of how a teenager feels in a school, a group. Based on the information received, I build my interaction with each member of the group.

Twin - Twin

Very well. But complications may arise due to the fact that a pair of "twins" closed on each other often falls out of the outside world and does not develop one by one.

Gemini - Single

An unsuccessful combination in which partners have opposite requirements for each other. But not everything is hopeless: the stubborn "twin" has a chance to firmly bind the "loner" to himself.

Gemini - Parent

Not bad. The “twin” is easier than other types to endure the control and guardianship of the “parent”, and the “parent” often willingly allows the obedient “twin” to invade his personal space.

Gemini - Child

Acceptable option. The “twin” is allowed to invade the hidden nooks and crannies of the “children's” soul, as the “child” perceives this as a manifestation of self-love.

Gemini - Hamster

The problems are not only that the "hamster" is often jealous of his independence. The “twin” will also not be satisfied with the unity of souls that the “hamster” can somehow give out.

Gemini - Tiger

"Tiger" will be quite pleased, but the "twin" will have a hard time.

loner - loner

Seemingly such a harmonious relationship, however, runs the risk of being broken due to the fact that this couple will have a minimum of common affairs, interests and goals.

Single parent

One of the worst combinations, almost inevitably leading to a fiasco: the “loner” does not tolerate control, and the “parent” sees the meaning of the relationship only in such control.

Single - Child

The "child" is more fixated on himself than on his partner. And if the "loner" will show enough care in relation to the "child", then he will be able to maintain his freedom.

Loner - Hamster

Of course, Romeo and Juliet will not work out of this couple, but in an even and friendly disregard for each other, they will be able to live a long and happy life together.

Single - Tiger

Badly. Aggressive exactingness of the “tiger” is sometimes harder than the importunate guardianship of the “parent”. It will be difficult for a "loner" to withstand it.

Parent - Parent

A very good combination. Partners will easily understand each other's desires, and if they have the wisdom to put up with each other's control, then everything will be fine.

Parent - Child

The control of the "parent" in such a pair often turns into a mania, and the "child" runs the risk of becoming a hysterical creature who does not know what he wants, but is always dissatisfied with everything.

Parent - Hamster

As long as there are no upheavals, this couple can coexist peacefully. But in difficult situations, the "parent" will either have to deal with the problem on his own, or wag after the hamster's tail.

Parent - Tiger

Difficult, but possible. As long as the “parent” perceives the “tiger” attacks as childish pranks, everything will be more or less tolerable.

child - child

Hopelessly. The beauty of this union, perhaps, is only in its programmed short duration. "Children" do not know how to take care of others and do not know how to live without such care.

Child - Hamster

These egoists can coexist - subject to a decent annual income, health and other worldly benefits that will help the "hamster" pose as an average nanny.

Child - Tiger

"Child" is the best prey for "tiger". But the "tigers" are famous for anything but indifference to their victims, so the "child" will also receive the attention they seek.

Hamster - Hamster

Jointly avoiding unpleasant situations and simultaneously hiding from any painful heroism in their cozy hole, hamsters can show the world a couple of the happiest spouses.

Hamster - Tiger

Nothing will work. Taking care of your own safety will not allow the "hamster" to spend best years his life to cohabitation with the "tiger".

Tiger - Tiger

Wonderful. True, it is unlikely that such a couple can do anything other than an endless showdown. But here they will reach maximum heights!

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Introduction

Interpersonal relationships arising from the communication of people in their group determine the most important phenomenon, called psychological compatibility.

The problem of psychological compatibility in the team is currently very relevant. It is not uncommon for employees to prefer a good team not only to a larger one. cash reward for their work, as well as career prospects. For many, peace of mind at work and positive emotional contacts with colleagues are more important.

The psychological climate is determined by the personal characteristics of people, their understanding of each other, trust, ability to live according to the laws of the team. A favorable psychological climate increases cohesion, that is, unity on the most important issues of the life of the team. The psychological climate and cohesion have a significant impact on the psychological state of the team, which reflects the degree of satisfaction of its members with their position.

Modern management theorists recognize that the complete absence of conflicts within the team is an impossible condition. Therefore, to maintain a favorable psychological climate in the team, you need to be able to properly get out of a conflict situation. Of particular importance in resolving conflicts is the leader and his management style. Since if there are incompatibility problems, an initiative from above is needed. Noticing clashes, management should not withdraw from the decision, relying on the maturity of the employees. Do not forget that the boss always bears responsibility for any conflict situations in the company. A good leader must quickly find the right way out through joint discussion.

Chapter1. Socio-psychological aspects of the team

1.1 Stages of group development

In domestic social psychology, there are several "models" of group development that fix special stages, or levels, in this movement.

One of the most extensive attempts of this kind is contained in the psychological theory of the collective, developed by A. V. Petrovsky. It represents a group, as if consisting of three layers (strata), each of which is characterized by a certain principle, according to which relations between group members are built in it (Fig. 1).

Rice. 1 group structure

The central link of the group structure - layer A - forms group activity. The degree of its development is determined using three criteria:

assessment of the group's performance of the main social function;

group conformity assessment social norms;

Evaluation of the group's ability to provide each of its members with opportunities for the full development of the individual.

The next layer of the group structure is the commit relations of each member of the group to group activities, its goals and objectives. This layer, in turn, is divided into two layers: the second layer B, where relationship to activities and the third layer B, fixing the actual interpersonal relationships mediated by activity.

Finally, the fourth layer of the group structure stands out - layer G - where superficial connections between group members are fixed, that part of interpersonal relations that is built on direct emotional contact, i.e., not mediated by joint activities.

This understanding of the multilevel structure of group relations allows us to consider the path traveled by each group as a consistent increase in the role joint activities in mediating diverse contacts between members of the group. At the same time, at each stage of the development of the group, the lower layers of relations do not disappear, but are only transformed, and the explanation of group processes is possible only taking into account the changes taking place in the lower layer.

1.2 The concept of a team

Collectives stand out among highly developed small groups. The psychology of a developed team is characterized by the fact that the activity for which it was created and in which it is engaged in practice is undoubtedly of positive significance for many people, not only for the members of the team. In order to call a small group a collective, it must:

· Successfully complete assigned tasks

have high morals, good human relations,

· to create for each of its members the possibility of development as a person.

Psychologically developed as a team is considered such a small group in which collectivist relations have developed. Collectivist relations are defined through the concepts of morality, responsibility, openness, collectivism, contact, organization, informativeness and efficiency.

· Morality refers to the construction of intra-collective and extra-collective relations on the norms and values of universal morality.

Responsibility is manifested in the fact that members of the team confirm their words with deeds, are demanding of themselves and each other, objectively evaluate their successes and failures, never leave the work they have begun halfway, consciously obey discipline, put the interests of other people no lower than their own.

· Team openness refers to the ability to establish and maintain good relationships with other teams or their representatives, as well as with newcomers to the team. Openness is one of the most important characteristics by which one can distinguish a collective from social associations that look similar to it.

· The concept of collectivism includes the constant concern of the members of the team about its success, the desire to resist what divides, destroys the team. In such a team, all important issues are resolved jointly and, if possible, with a common agreement.

· For a truly collectivist relationship is characterized by contact. It refers to good personal, emotionally favorable, friendly, trusting relationships between team members, including attention to each other, goodwill, respect and tact. Such relationships provide a favorable psychological climate in the team, a calm and friendly atmosphere.

Organization is manifested in the skillful interaction of team members, in the conflict-free distribution of responsibilities between them, in good interchangeability. Organization is also the ability of the team to independently detect and correct shortcomings, prevent and quickly solve emerging problems.

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

Efficiency is understood as the success of the team in solving all the tasks it has. One of the most important indicators of the effectiveness of a highly developed team is its ability as a whole to achieve much higher results in work than can be done by the same size group of people working independently of each other.

Thus, a team is a highly developed small group of people whose relationships are based on positive moral standards and which has increased work efficiency.

In reality, there are almost no such small groups that would fully meet all the listed requirements of the collective. The majority of really existing small groups occupies an intermediate position between an underdeveloped group and a highly developed collective. Therefore, the presented model of the team should be considered rather as an ideal to which the group should strive in the process of its development.

The main feature of the workforce is that human factor influences the end result of labor through face-to-face relationships. This means that much in the business contacts of the members of the labor collective depends on interpersonal relationships.

A special type of interpersonal relations is formed in the work collective, which are characterized by:

high cohesiveness

collectivist self-determination

high referentiality of team members in relation to each other

high objectivity in assigning and accepting responsibility for the results of joint activities

The cohesion of a group is the mutual attraction of its members. Its degree may be different. The highest level of cohesion includes the following features:

the level of mutual sympathy in interpersonal relationships: the more members of the team like each other, the higher its cohesion

The degree of attractiveness, usefulness of the team for its members: the more people are satisfied with their stay in the team, the higher the force of its attraction and cohesion

The similarity of the basic value orientations of the members of the team: all its members are united by a common interest

clarity and certainty of collective goals accepted by all members of the team

coincidence in most cases of personal interests of individuals with corporate interests

cooperative interdependence of team members in joint activities: they positively interact with each other not only as employees, functionaries, but also as comrades, friends, friends

democratic style of leadership: the head of the labor collective is an object of respect, adoration, reverence

Acceptance by members of the team of regulatory requirements: they are easily and without coercion "from above", "from below" and "from the side" obey

Implementation of business (formal) communication as informal: team members call each other simply by name and “you”; often this also applies to the leader, and he accepts and supports such communication, of course, in those situations where it is psychologically justified and acceptable in the interests of the team.

The positive emotional background of the communication of team members with each other: it is rich in sensual experiences of people for each other both in production and beyond

meetings of team members in an off-duty setting: people often and willingly spend time together, celebrate official and personal dates and solemn events together

constructive resolution of conflicts arising within the framework of joint activities and interpersonal relations: in the style of partnership, i.e. mutual benefit, and not the victory of one of the parties and the defeat of the other side

Sufficiently high prestige of the team in the eyes of its members

The absence of informal small groups in the labor collective and informal leaders

An important characteristic of the workforce is the level of group integration. This concept refers to a certain state of the team, in which:

intra-group structures are streamlined

the main components of group activity are coordinated

subordinate relationships are stable (i.e. there are no competing leaders)

interpersonal interactions are harmonious

The functioning of the team is stable and successive.

A distinctive feature of integration processes in a team is that under normal conditions they are "hidden" in the daily functioning of the team and appear only in non-standard or extreme situations.

1.4 Psychological typology of members of the labor collective

There are a fairly large number of psychological types that are quite applicable in the analysis of business, industrial and interpersonal relations in labor collectives.

Consider as an example the most practical, very easy-to-use Lichko typology.

1. Epileptoid

Accentuation - excitability, pedantry, passion for order.

Positive Traits: High energy activity. The desire to maintain the previously established order. Efficiency, thrift, reliability. developed organizational skills, striving for leadership. In extreme situations - courage, courage, assertiveness. Law-abiding, gambling in the struggle, high demands on oneself, corporate loyalty.

Negative Traits: Conservatism, aggressiveness, pickiness, vindictiveness, rigidity (“thick-skinned”), excessive demands on others, egocentrism, authoritarian leader, pettiness, conflict.

Vulnerable place: Intolerance of disobedience to oneself. An affective reaction to the infringement of one's interests.

when a change in established practices and rules is required;

· with fierce competition from equally strong and energetic people;

when the opportunity to show one's authority, one's power over other people is limited;

when criticizing his actions, ridiculing his shortcomings;

when daily hard work, long-term efforts are required, in the absence of the opportunity to stand out among others;

when his rights and interests are infringed

2. Paranoid

Accentuation - fixation on an overvalued idea.

Positive Traits: A high degree of purposefulness, a willingness to sacrifice one's well-being in order to achieve the goal. High energy activity. Independence, autonomy. Reliability in cooperation if the partner's goals coincide with his goals. Seriousness, focus on one thing, high performance. Expressed ability to find non-standard approaches to solving complex problems. Huge punching power. Excellent campaigning and oratory skills. Ability to make quick decisions and take full responsibility.

Negative Traits: The ability to completely disregard the interests of others if their goals diverge. Aggressiveness, irritability if someone or something stands in the way of achieving their goal. Insensitivity to someone else's grief, callousness. Authoritarianism, extremely high ambition. Suspicion, vindictiveness, Machiavellianism (“the end justifies the means”), willingness to disregard the laws, break them without repentance. Excessive conceit, egocentrism. Inadequacy of perception, especially of one's successes - overestimation of them and underestimation of mistakes. High categorical judgments.

Vulnerable place: Intolerance to the lack of public recognition and approval of his success.

Conflict situations arise:

when his case is criticized;

when he has to obey the will of people who are not authorities for him;

in case of household disorder;

in the absence of permanent recognition, public approval.

3. Hyperthymic

Accentuation - constantly increased cheerful mood, physical activity.

Positive Traits: High sociability, optimism, initiative, talkativeness, high cheerful tone, thirst for activity. Stress resistance, organizational talent (the ability to "start"), good nature. A born leader, the ability to effectively resolve conflicts. The ability to make decisions instantly, the ability to inspire others. The ability to achieve high results in adverse conditions.

Negative Traits: Noisy. Tendency to break the rules established order and laws. High switchability to other goals and ideas. Ineffective leader, haste in making decisions (lack of serious analysis). Lack of gratitude for good deeds. Instability of interpersonal relationships, low interest in the result. Unreasonable, overly optimistic. Weakness of self-control, self-management behavior.

Vulnerable place: Intolerance to a monotonous environment, monotonous work, painstaking work, loneliness and forced idleness.

Conflict situations arise:

With forced loneliness, lack of freedom;

if necessary, obey certain systematic requirements;

when you have to deny yourself something interesting, new, unusual.

4. Hysteroid

Accentuation - a pronounced fixation on oneself, demonstrativeness, the desire to always be in the spotlight.

Positive Traits: Perseverance, initiative, high sociability, purposefulness, resourcefulness, independence. Expressed organizational skills, willingness to take the lead, the ability to generate ideas, high creativity. Willingness to take risks, thirst for recognition, the ability to easily "get into the role", the desire for leadership, developed intuition.

Negative Traits: Boundless egocentrism, continuous boasting of non-existent and even more so existing successes. The ability to intrigue, high conflict, black envy of the success of others. Greed. Pronounced Machiavellianism (“the end justifies the means”). As a leader, he is a very difficult, stressful person.

Vulnerable place: Inability to bear blows to egocentrism.

Conflict situations arise:

when his self-esteem is hurt;

when his fictions are exposed or his personal qualities, results of work, etc. are ridiculed;

Even with the slightest indifference on the part of the environment, not to mention the conscious ignorance of his personality;

when criticizing his achievements, talent, abilities;

in case of impossibility to express oneself to the fullest;

5. Schizoid

Accentuation - fixation on one's own inner world.

Positive Traits: A pronounced mental psychotype. Seriousness, stability of interests and constancy of occupations. Expressed intellectual abilities, deep abstract mind. Pioneer, inventor. Interest in the process, excellent memory.

Negative Traits: Closure, isolation. Inability to empathize, indifference to everything that is not included in his inner world. Low energy activity, not a leader, not an organizer. Indifference to the result.

Vulnerable place: Intolerance to situations requiring the establishment of informal emotional contacts.

Conflict situations arise:

when it is required to change the established stereotypes, established habits of behavior;

when it is necessary to establish informal contacts with others;

when you have to lead other people;

in collective or group activities;

when it is necessary to perform intellectual work according to predetermined (“foreign”) schemes and rules.

6. Psychastenoid

Accentuation - self-doubt, anxious suspiciousness, doubt in everything, indecision.

Positive Traits: Seriousness, honesty, reliability. The desire to plan everything in advance, foresight, perseverance. Persistence. Thinking psychotype. Fairness towards others. Forgiveness, the ability to deep sympathy, high morality. Very broad and deep erudition, strong logical mind. An excellent performer, the ability to self-sacrifice.

Negative Traits: Indecisiveness, formalism, lack of initiative. The presence of obsessions, fears, and fears also relate to unlikely possible events. Not a leader, not an organizer, low energy activity. Tendency to self-accusations, high self-criticism. Touchiness

Vulnerable place: Fear of responsibility for oneself and for others.

Conflict situations arise:

when it is necessary to make independent decisions;

when quickly switching from one activity to another;

when performing tasks without clear instructions, instructions;

With prolonged physical and mental stress.

7. Hypothymic

Accentuation - constantly low mood, pessimism.

Positive Traits: conscientiousness. Sensitivity, spiritual responsiveness, constant readiness for self-sacrifice. Diligence, conscientiousness, responsibility, reliability.

Negative Traits: Constant despondency, resentment. Almost complete lack of interests and hobbies, constant global discontent, Low energy activity, not an organizer, not a leader, passivity. Immersion in one's own experiences, fixation on mistakes and mistakes - one's own and others', lack of self-confidence.

Vulnerable place: Open disagreement with him in the perception of reality.

Conflict situations arise:

In case of forced loneliness;

when criticizing his actions;

With insufficient attention to his life, mood;

during physical or mental stress.

8. Sensitive

Accentuation - increased sensitivity, impressionability, fears.

Positive traits: Kindness, calmness, attentiveness to people, a sense of duty. High internal discipline, conscientiousness, impeccable diligence. The ability to put oneself in the place of another, responsiveness, high delicacy.

Negative Traits: Closure, a tendency to self-flagellation. Confusion in difficult situations. High vulnerability and dependence on the mental climate. Low energy activity, not an organizer, not a leader, is happy to be influenced by a “strong” personality.

Vulnerable place: Intolerance of ridicule and suspicion of unseemly deeds.

Conflict situations arise:

in case of unfair accusations of unseemly deeds;

in criticism, ridicule;

in open competition

in case of distrust, constant checks;

in forced loneliness.

9. Conformal

Accentuation - constant and excessive adaptability to one's environment, almost complete dependence on the small group to which one enters.

Positive Traits: Friendliness, diligence, discipline, complaisance, sociability.

Negative Traits: Lack of independence, lack of will. Almost complete lack of criticality in relation to oneself and the environment. High social dependence, not a leader, not an organizer.

Vulnerable place: Intolerance to abrupt changes, breaking the life stereotype.

Conflict situations arise:

when expelled from "their" group;

when you have to master new activities without samples and leaders;

when making independent decisions without relying on opinion significant people;

When meeting new people, when you need to show yourself, your personal qualities;

· with a direct contradiction of two groups, if the subject is included in them at the same time.

10. Unstable

Accentuation is a complete inconstancy of manifestations.

Positive Traits: Sociability, openness, kindness. Quick switching in business and communication, helpfulness.

Negative Traits: Lack of will, conciliation, irresponsibility, unreliability, complete dependence on everyone and everyone. Loquacity, boasting, hypocrisy, cowardice. Craving for empty pastime. Not a leader, not an organizer.

Vulnerable place: Lack of control.

Conflict situations arise:

· with strict obedience to disciplinary requirements, especially if they are long in time;

with limited communication with people who help to have fun;

when long-term efforts and concentration of forces on some work are required;

when you need to make specific decisions and be responsible for them.

11. Asthenic

Accentuation - increased fatigue, irritability, hypochondria.

Positive Traits: Accuracy, diligence, discipline. Modesty, complaisance. Friendliness. The ability to repent.

Negative Traits: Self-doubt, low self-esteem. Lethargy, forgetfulness, timidity, shyness. Shyness. Capriciousness, tearfulness.

Vulnerable place: Sudden affective outbursts due to great fatigue and irritability.

Conflict situations arise:

with sudden physical and mental stress;

in open conflicts, when you have to defend your point of view;

when his action or well-being is ridiculed;

when forced to actively communicate with a large number of people;

· at fast switching in work or communication;

when it is necessary to show a certain willpower.

12. Labile

Accentuation - extreme variability of mood (too often and too sharply for negligible reasons).

Positive Traits: Sociability, good nature, sensitivity, sincerity, responsiveness, affection, the ability to loyal friendship. Developed intuition in relation to people. Gratitude (all during periods of high spirits).

Negative Traits: Irritability, irascibility, pugnacity. Weakened self-control, a tendency to conflict (all during periods of depressed mood).

Vulnerable place: Emotional rejection by significant people. Loss of loved ones or separation from those to whom one is attached.

Conflict situations arise:

with strong competition

in case of infringement of one's own dignity;

with complete disharmony of mood (when everyone is having fun, but he is not)

in the absence of success, recognition, attention;

With the threat of punishment, fear;

when criticizing his behavior.

13. Cycloid

Accentuation - a change of two opposite states - hyperthymic and hypothymic, successive changes in the emotional background.

Positive Traits: Initiative, cheerfulness, sociability (all during periods of high mood).

Negative Traits: Inconsistency, imbalance, outbursts of irritability. Excessive touchiness, nit-picking others. Indifference (all in periods of low mood).

Vulnerable place: Emotional rejection by people who are significant to him and a radical break in life stereotypes.

Conflict situations arise:

in case of unexpected assignments and requests that contradict the mood of the moment;

With a sharp change in habitual states;

when you have to deviate from the prevailing stereotypes, habits;

in case of claims, harassment, failures;

in case of psychological overload, especially during periods of low mood.

Chapter2 Socio-psychological climate of the team

2.1 Factors that determine the socio-psychological climate

There are a number of factors that determine the socio-psychological climate in the team:

global macro environment: the situation in society, the totality of economic, cultural, political and other conditions. Stability in the economic and political life of society ensures the social and psychological well-being of its members and indirectly affects the socio-psychological climate of working groups.

local macro environment, those. an organization that includes a workforce. The size of the organization, the status-role structure, the absence of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of structural units (gender and age, professional, ethnic), etc.

Physical microclimate, sanitary and hygienic working conditions: Heat, stuffiness, poor lighting, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, well-equipped workplace, favorable sanitary and hygienic conditions increase job satisfaction in general, contributing to the formation of a favorable socio-psychological climate.

Job Satisfaction: Of great importance for the formation of a favorable socio-psychological climate is the extent to which work is interesting, diverse, creative for a person, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally. The attractiveness of the work depends on how its conditions correspond to the expectations of the subject and allow him to realize his own interests, satisfy the needs of the individual in:

· good working conditions and worthy material remuneration;

Communication and friendly interpersonal relationships;

success, achievements, recognition and personal authority, the possession of power and the ability to influence the behavior of others;

· creative and interesting work, opportunities for professional and personal development, realization of one's potential.

The nature of the activity performed: The monotony of activity, its high responsibility, the presence of a risk to the health and life of an employee, stressful nature, emotional richness, etc. - all these are factors that can indirectly negatively affect the socio-psychological climate in the work team.

Organization of joint activities: The formal structure of the group, the way of distribution of powers, the presence of a single goal affects the socio-psychological climate. The interdependence of tasks, the unclear distribution of functional responsibilities, the inconsistency of the employee with his professional role, the psychological incompatibility of the participants in joint activities increase the tension in the group and can become a source of conflict.

The nature of communications in the organization acts as a factor in the socio-psychological climate. The lack of complete and accurate information on an important issue for employees creates fertile ground for the emergence and spread of rumors and gossip and weaving intrigues. The manager should carefully monitor the satisfactory information support of the organization. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. Ability to clearly and accurately state one's point of view, possession of active listening skills, etc. create conditions for satisfactory communication in the organization.

2.2 The role of the leader in the socio-psychological climate of the team

The role of the immediate supervisor in production is enormous in creating a favorable socio-psychological climate. It is the leader who is called upon to participate in the most active way in the constant, sustainable reproduction of such mental states as:

· sympathy and attraction;

interpersonal attractiveness;

feeling of empathy, complicity;

the ability to remain yourself at any time, to be understood and positively perceived.

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, life, family), the team “stands” behind him, that he will definitely come to his aid.

Of great importance in the formation of the SEC is the style of leadership:

· Democratic style develops sociability and trust relationships, friendliness. At the same time, there is no feeling of imposition of decisions from outside, “from above”. The participation of team members in management, characteristic of this style of leadership, contributes to the optimization of the SEC.

· Authoritarian style usually generates hostility, humility and fawning, envy and mistrust. But if this style leads to a success that justifies its use in the eyes of the group, it contributes to a favorable SEC, such as in sports or in the army.

· conniving style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable SEC. The conniving style may be acceptable only in some creative teams.

If the leader makes excessive demands, publicly criticizes employees, often punishes and rarely encourages, does not appreciate their contribution to joint activities, threatens, tries to intimidate them with dismissal, deprivation of bonuses, that is, behaves in accordance with the slogan “the boss is always right”, then it creates an unhealthy work environment. The lack of mutual respect and trust makes people take a defensive position, defend themselves from each other, the frequency of contacts is reduced, communication barriers, conflicts arise, there is a desire to leave the organization and, as a result, there is a decrease in productivity and product quality.

However, even if the leader uses an authoritarian management style, it can be positive if, when making a decision, he takes into account the interests of employees, explains his choice to them, makes his actions understandable and justified, in other words, pays more attention to establishing a strong and close relationship with subordinates.

Thus, the leader can significantly affect the nature of interpersonal relations in the work team, the attitude towards joint activities, satisfaction with the conditions and results of work, i.e. on the socio-psychological climate, on which the effectiveness of the organization as a whole largely depends.

Chapter3 . Organizational conflicts

3.1 Causes of organizational conflicts

Organizational conflict is a clash of oppositely directed actions of the participants in the conflict, caused by a divergence of interests, norms of behavior and value orientations. It arises as a result of the discrepancy between the formal organizational principles and the real behavior of a member of the team. This disagreement happens:

When an employee does not fulfill, ignores the requirements imposed on him by the organization. For example, absenteeism, violation of labor and performance discipline, poor performance of their duties;

when the requirements for the employee are contradictory, vague. For example, due to an ill-conceived distribution of job responsibilities.

Organization arises on the basis of the social division of labor and specialization. Therefore, enterprises create various horizontal and vertical structures. Conflictologists point out that the interaction between these structures is potentially conflict. Therefore, both horizontal and vertical conflicts are possible. Conflicts most often arise when various departments of the enterprise draw their funds from one limited source, provided that the free reserves of funds have already been depleted.

But conflicts between structural divisions enterprises can arise not only because of a shortage of funds, but acquire a positional character. Positionality is an attitude that manifests itself in the difference in interests, goals of people interacting with each other in solving a common problem. On the basis of the contradictory positions of individuals, groups, divisions, a positional conflict arises.

A very common source of conflict in organizations is job imbalance. The balance of the workplace means that it should not be assigned functions that are not provided with the means necessary for their execution and there should not be means that are not associated with any function. If the redistribution of functions and means occurs in a group whose members are mutually friendly, then conflicts do not arise. Gradually, with the long existence of a group in a stable composition, a traditional balancing of jobs, distribution of functions and funds is developed. Complications arise when someone leaves such a group. If for a long time no one replaces the vacancy that has arisen, the group has to start balancing again. This is fraught with intra-group conflicts. They are often invisible to the prying eye and outwardly expressed only in a slight decrease in productivity or quality of work. It is possible and necessary to intervene in such a conflict only when the members of the group could not agree among themselves, and the conflict went beyond its limits, or when the group turns to strangers for it.

3.2 Types of conflict resolution in organizations

There are two main types of conflict resolution in organizations:

· Persuasion and suggestion: the leader tries to use his leadership position, authority, rights, and through the dictates of his will influences the conflicting parties;

· An attempt to reconcile irreconcilable interests is one of the methods of bringing the conflicting parties closer together through a mutually acceptable balanced conversation, relieving tension in relationships;

· Game method: one of the parties seeks to win over, for example, the leadership of the organization, and the other - trade unions.

The main advantage of the authoritarian type of conflict resolution is that leaders believe it saves time. Its main drawback is that the conflict remains unresolvable, outwardly crushed, and a return to it is possible.

2. Partner type - conflict resolution through the use of constructive methods. Its main features are that it takes place:

· Constructive interaction of the head with the conflicting parties. In order for the arguments of the head of the organization to be accepted or at least listened to, the head needs to inspire confidence in himself, eliminate negative feelings. observe etiquette and correctness in communication;

· Willingness to compromise, mutual search for solutions, development of mutually acceptable alternatives;

· Striving to combine personal and organizational factors.

The partnership type of conflict has its advantages. It is closer to a real solution to the problem, it allows you to find unifying factors, that is, to satisfy the interests of the parties.

· During negotiations, priority should be given to the discussion of substantive issues;

· The parties should strive to relieve psychological and social tension;

· Parties must demonstrate mutual respect for each other;

· Negotiators should strive to turn the content and hidden part of the conflict situation into an open one, publicly and convincingly revealing each other's positions and consciously creating an atmosphere of public, equal exchange of views.

The final, post-conflict stage is of great importance. At this stage, efforts must be made to finally eliminate conflicts of interests, goals, attitudes, socio-psychological tensions must be eliminated, and any struggle must be stopped.

In an organization, it is very important to strive for a quick and complete resolution of conflicts. Of no small importance is the creation of a favorable working atmosphere, friendly interpersonal relations of team members in the process of work, the ability to distinguish causes from reasons, and choose the most correct ways to resolve conflicts. This is one of the first tasks of the head of the organization, because effective management is, among other things, the ability to create an environment in which the tasks set for the organization would be implemented with minimal costs.

Chapter4 . Approbation of methods in practice

4.1 Methodology for diagnosing interpersonal relationships T. Leary

The test was created by T. Leary, G. Leforge, R. Sazek in 1954 and is intended to study the subject's ideas about himself and the ideal "I", as well as to study relationships in small groups.

In the study of interpersonal relationships, two factors are most often distinguished: dominance - submission and friendliness - aggressiveness. It is these factors that determine general impression about a person in the processes of interpersonal perception.

To represent the main social orientations, T. Leary developed a conditional scheme in the form of a circle divided into sectors. In this circle, four orientations are indicated along the horizontal and vertical axes: dominance - submission, friendliness - hostility. In turn, these sectors are divided into eight - according to more particular ratios. For an even finer description, the circle is divided into 16 sectors, but more often octants are used, oriented in a certain way with respect to the two main axes.

T. Leary's scheme is based on the assumption that the closer the results of the subject to the center of the circle, the stronger the relationship between these two variables.

The questionnaire contains 128 value judgments, of which 16 items are formed in each of the 8 types of relationships, ordered by ascending intensity. The test is designed in such a way that judgments aimed at identifying any type of relationship are not arranged in a row, but in a special way: they are grouped by 4 and repeated through an equal number of definitions. During processing, the number of relationships of each type is counted.

The test can be presented to the respondent either as a list or on separate cards. He is invited to indicate those statements that correspond to his idea of himself. As a result, points are calculated for each octant. The points obtained are transferred to the discogram, while the distance from the center of the circle corresponds to the number of points for this octant (from 0 to 16). The ends of the vectors are connected and form a personality profile.

According to special formulas, indicators are determined by two main factors: dominance and friendliness.

Dominance = (I - V) + 0.7 * (VIII + II - IV - VI)

Friendliness \u003d (VII - III) + 0.7 * (VIII - II - IV + VI)

A qualitative analysis of the data obtained is carried out by comparing discograms that demonstrate the difference between the views of different people.

Questionnaire text

Put a "+" sign against those definitions that match your idea of yourself (if you are not completely sure, do not put a "+" sign).

I 1. Others think favorably of him.

2. Makes an impression on others

3. Knows how to dispose, order

4. Knows how to insist on his own

I. 65. Likes to give advice

66. Gives the impression of importance

67. Commanding-imperative

68. Domineering

II. 5. Possesses self-respect

6. Independent

7. Capable of taking care of himself

8. Can show indifference

II. 69. Boastful

70. Arrogant and smug

71. Thinks only of himself

72. Cunning and prudent

III. 9. Capable of being harsh

10. Strict but fair

11. Can be sincere

12. Critical of others

III. 73. Intolerant of the mistakes of others

74. Selfish

75. Frank

76. Often unfriendly

IV. 13. Likes to cry

14. Often sad

15. Capable of showing distrust

16. Often disappointed

IV. 77. Embittered

78. Complainer

79. Jealous

80. Long remembers grievances

v. 17. Capable of being self-critical

18. Able to admit when you're wrong

19. Willingly obeys

20. Compliant

v. 81. Prone to self-flagellation

82. Shy

83. Lack of initiative

84. Meek

VI. 21. Noble

22. Admire and imitate

23. Respectful

24. Seeking Approval

VI. 85. Dependent, dependent

86. Likes to obey

87. Lets others make decisions

88. Easily gets into trouble

VII. 25. Capable of cooperation

26. Strives to get along with others

27. Friendly, benevolent

28. Attentive and affectionate

VII. 89. Easily influenced by friends

90. Ready to trust anyone

91. Favorable to everyone indiscriminately

92. Sympathizes with everyone

VIII. 29. Delicate

30. Approving

31. Responsive to calls for help

32. Selfless

VIII. 93. Forgives everything

94. Overwhelmed with excessive sympathy

95. Generous and tolerant of shortcomings

96. Seeks to patronize

I. 33. Able to cause admiration

34. Respected by others

35. Has a talent for leadership

36. Likes responsibility

I. 97. Strives for success

98. Expects admiration from everyone

99. Manages others

100. Despotic

II. 37. Self-confident

38. Self-confident and assertive

39. Businesslike and practical

40. Likes to compete

II. 101. Snob (judges people by rank and personal qualities)

102. Conceited

103. Selfish

104. Cold, callous

III. 41. Strict and cool, where necessary

42. Relentless, but impartial.

43. Irritable

44. Open and direct

III. 105. Snarky, mocking

106. Evil, cruel

107. Often angry

108. Insensitive, indifferent

IV. 45. Does not tolerate being commanded

46. Skeptical

47. He's hard to impress

48. Touchy, scrupulous

IV. 109. Resentful

110. Permeated with the spirit of contradiction

111. Stubborn

112. Distrustful and suspicious

v. 49. Easily embarrassed

50. Not confident

51. Compliant

52. Modest

v. 113. Timid

114. Shy

115. Differs in excessive readiness

116. Soft-bodied

VI. 53. Often resorts to the help of others

55. Willingly accepts advice

56. Trusting and eager to please others

VI. 117. Almost never minds anyone

118. Unobtrusive

119. Likes to be taken care of

120. Overly trusting

VII. 57. Always kind in getting around

58. Treasures the opinions of others

59. Sociable and accommodating

60. Kindhearted

VII. 121. Strives to ingratiate himself with everyone

122. Agrees with everyone

123. Always friendly

124. Loves everyone

VIII. 61. Kind, inspiring confidence

62. Gentle and soft-hearted

63. Likes to take care of others

64. Selfless, generous

VIII. 125. Too condescending to others

126. Tries to comfort everyone 127. Cares about others to the detriment of himself

128. Spoils people with excessive kindness

Results processing:This test conducted on five respondents.

Discogram of the 1st respondent: I= 9 II=8 III=7 IV=5 V=6 VI=4 VII=7 VIII=8

Dominance \u003d (9 - 6) + 0.7 * (8 + 8 - 5 - 6) \u003d 3.7 * 5 \u003d 18.5

Friendliness \u003d (7 - 7) + 0.7 * (8 - 8 - 5 + 6) \u003d 0.7 * 1 \u003d 0.7

Discogram of the 2nd respondent: I=5 II=7 III=4 IV=2 V=2 VI=0 VII=1 VIII=2

Dominance \u003d (5 - 2) + 0.7 * (2 + 7 - 2 - 0) \u003d 3.7 * 7 \u003d 25.9

Friendliness \u003d (1 - 4) + 0.7 * (2 - 7 - 2 + 0) \u003d -2.3 * (-7) \u003d 16.1

Discogram of the 3rd respondent: I=6 II=5 III=4 IV=5 V=5 VI=5 VII=9 VIII=8

Dominance \u003d (6 - 5) + 0.7 * (8 + 5 - 5 - 5) \u003d 1.7 * 3 \u003d 5.1

Friendliness \u003d (9 - 4) + 0.7 * (8 - 5 - 5 + 5) \u003d 5.7 * 3 \u003d 17.1

Discogram of the 4th respondent: I=5 II=4 III=4 IV=2 V=6 VI=2 VII=5 VIII=5

Dominance \u003d (5 - 6) + 0.7 * (5 + 4 - 2 - 2) \u003d -0.3 * 5 \u003d -1.5

Friendliness \u003d (5 - 4) + 0.7 * (5 - 4 - 4 + 2) \u003d 1.7 * (-1) \u003d -1.7

Discogram of the 5th respondent: I=4 II=5 III=4 IV=2 V=2 VI=2 VII=2 VIII=1

Dominance \u003d (4 - 2) + 0.7 * (1 + 5 - 2 - 2) \u003d 2.7 * 2 \u003d 5.4

Friendliness \u003d (2 - 4) + 0.7 * (1 - 5 - 2 + 2) \u003d -1.3 * (-4) \u003d 5.2

4.2 Test "Towhat are we in society?

This fun quiz game will help you figure out what kind of relationship you have with others. After all, you can work with one person in a team for several years, but still not understand whether you know him. And there are also such people with whom from the very first minutes you feel easy and free. We suggest you test yourself for sociability. Answering the questions of group A, you need to put a cross against such questions with which you are in solidarity, and put a cross on the questions of group B in the headings "Yes" and "No".

Group A:

1) Does it annoy you when someone is not punctual?

a) Yes. I cannot stand people who do not know how to keep their word, and I do not recognize any excuses in these cases;

b) Of course, I appreciate punctuality, but I understand that the unexpected can happen to anyone.

a) No. In addition, it is harmful to the eyes;

b) Yes, I love it.

3) You washed your hands at work. How do you feel about drying them with a towel hanging by the sink?

a) I take a handkerchief out of my pocket and dry my hands with it;

b) Yes, I always do this if it is dry enough.

4) Do you kiss when meeting with acquaintances?

a) No, I think this way of approaching a person is too familiar;

b) Willingly. This allows you to quickly establish a friendly relationship with a person.

5) You have two tickets to the cinema, but your friend cannot go this time. What are you doing?

a) I sell a friend’s ticket and go to the cinema alone;

b) I sell both tickets and decide to go another time.

6) How do you feel about light music?

a) I can't stand light music. I love only serious;

b) I also like light music. She's good in her own way.

Group B:

1) Are you willing to fulfill requests?

2) Are you able to get excited to tears by a movie, poetry, music?

3) Are you picky?

4) Do you like to rearrange the furniture in the apartment?

5) Are you able to give in to a quarrel for the sake of peace, knowing that you are right?

6) Do you like to make table toasts?

Results processing:

This test was conducted with previous respondents. The first respondent belongs to the 2nd category; the second respondent - to the 2nd category; the third respondent to category 1; fourth respondent to category 3; the fourth respondent to the 2nd category.

4.3 Determination of the psychological climate of the group

The psychological climate at the emotional level reflects the relationships that have developed in the team, the nature of business cooperation, and the attitude to significant life phenomena. The psychological climate is formed due to the "psychological atmosphere - also a group emotional state, which, however, takes place in relatively short periods of time and which, in turn, is created by the situational emotional states of the team.

For a general assessment of some of the main manifestations of the psychological climate of the team, you can use the L.N. Lutoshkin. Here, on the left side of the sheet, those qualities of the team that characterize a favorable psychological climate are described, on the right - the qualities of a team with a clearly unfavorable climate. The degree of manifestation of certain qualities can be determined using a seven-point scale placed in the center of the sheet (from +3 to -3).

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1 Test for the identification of psychological compatibility (based on the Raymond CATTEL test) Raymond CATTEL's multi-factor personality questionnaire is universal, practical, and provides multifaceted information about personality. The questions in it reflect ordinary life situations. The questionnaire diagnoses personality traits (factors). It is used in all situations where it is necessary to know the individual psychological characteristics of a person. Therefore, in our case, this test is an indispensable assistant in the formation of a pair of “young specialist mentor” (at the same time, we suggest not limiting ourselves to this method of psychodiagnostics, this test is just an example of this kind of activity). The abbreviated version of the questionnaire contains 105 questions. The answers are entered on a special questionnaire, and then calculated using the key. Coincidence with the key answers "a" and "c" is evaluated by two points, the coincidence of answers "c" by one point. The sum of points for each selected group of questions results in the value of the factor. The exception is factor B, where any match of the answer with the key gives 1 point. Thus, the maximum score for each factor is 12 points, for factor B 8 points, the minimum score is 0 points. The following blocks of factors have been identified: intellectual features: factors B, M, Q1; emotional-volitional features: factors C, G, I, O, Q3, Q4; communicative properties and features of interpersonal interaction: factors A, H, F, E, N, L, Q2. Instruction. For each question, you must choose one of the three suggested answers. To do this, put a cross in the corresponding cell on the answer sheet (the left cell corresponds to the answer “a”, the middle cell corresponds to the answer “c”, the cell to the right corresponds to the answer “c”).

2 Questionnaire text 1. I think my memory is now better than it used to be 2. I could very well live alone, away from people 3. If I said that the sky is below and that it is hot in winter, I would have to name the criminal A) a bandit B) a saint C) a cloud 4. When I go to bed I A) fall asleep quickly B) something in between C) I hardly fall asleep 5. If I were driving on a road full of other cars, I would prefer A) let go of most cars C) overtake all the cars in front 6. In the company I give the opportunity to others to joke and tell all sorts of stories 7. It is important for me that everything around me is not a mess 8. Most of the people with whom I go to companies are certainly glad to see me C) no 9. I would rather do A) fencing and dancing C) wrestling and basketball 10. It amuses me that what people do is not at all like what they say about it later 11. When reading about an incident, I am interested in all the details A) always C) rarely 1 2. When my friends make fun of me, I usually laugh along with everyone else and don't get offended at all.

3 13. If someone is rude to me, I can quickly forget about it 14. I like to invent new ways of doing something than stick to tried and tested methods 15. When I plan something, I prefer to do it myself, without help from anyone 16. I think that I am less sensitive and easily excitable than most people 17. I am annoyed by people who cannot make decisions quickly 18. Sometimes, albeit briefly, I have a feeling of irritation towards my parents 19. I would rather reveal my innermost thoughts A) to my good friends C) in my diary I have enough energy when I need it 22. I am more annoyed by people who A) make people blush with their rude jokes C) create inconvenience by being late for an appointment 23. I really enjoy inviting guests and entertaining There are 24 of them. I think that A) not everything should be done equally carefully B) I find it difficult to say C) any work should be done carefully if you take it

4 25. I always have to overcome embarrassment B) maybe 26. My friends more often A) consult me B) do both equally C) give me advice 27. If a friend deceives me in small things, I rather noticed this than expose it 28. I prefer A) friends whose interests are businesslike and practical C) friends who have a deeply thought-out outlook on life 29. I can not calmly listen to other people express ideas that are opposite I firmly believe 30. I am worried about my past actions and mistakes 31. If I could do both equally well, I would rather A) play chess C) play towns 32. I like sociable, sociable people 33. I am so careful and practical, that I have fewer unpleasant surprises than other people 34. I can forget about my worries and responsibilities when I need to 35. It can be difficult for me to admit that I am wrong 36. At the enterprise, I would be inter A) work with machines and mechanisms and participate in the main production C) talk with people, doing social work

5 37. Which word is not related to the other two? A) a cat B) close C) the sun 38. Something that distracts my attention to some extent A) annoys me B) something in between C) does not bother me at all 39. If I had a lot of money, I would A) take care 40. The worst punishment for me is A) hard work C) being locked up in solitude 41. More than they do now, people should demand compliance with laws morality 42. I was told that as a child I was A) calm and liked to be alone C) alive and mobile 43. I would have liked practical everyday work with various installations and machines 44. I think that most witnesses are telling the truth, even if it is not easy for them 45. Sometimes I hesitate to put my ideas into practice because they seem impossible to me 46. I try not to laugh at jokes as loudly as most people do 47. I am never so unhappy that I want to cry 48. In music, I enjoy A) marching in performed by military bands C) violin solos

6 49. I would rather spend two summer months A) in the countryside with one or two friends C) leading a group at a tourist camp 50. The effort involved in making plans A) is never superfluous C) is not worth it 51. Rash actions and what my friends say to me does not offend or upset me 52. When I succeed, I find these things easy A) always C) rarely 53. I would rather work A) in an institution where I would have to manage people and that's all time to be among them C) an architect who develops his project in a quiet room 54. The house is related to the room like a tree A) to a forest B) to a plant C) to a leaf 55. What I do does not work for me A ) rarely C) often 56. In most cases, I A) prefer to take risks C) prefer to be sure 57. Probably, some people think that I talk too much A) rather, I do C) I think not 58. I like it better A person of great knowledge and erudition, even if he is unreliable and fickle C) with average ability, but able to resist all temptations 59. I make decisions A) faster than many people C) slower than most people 60. I am very impressed by A) skill and grace C) strength and power

7 61. I consider myself a collaborative person B) something in between 62. I like to talk to people who are refined, refined, than frank and straightforward 63. I prefer A) to resolve issues that concern me personally C) consult with my friends 64. If a person does not answer immediately after I have said something to him, then I feel that I said something stupid 65. During my school years, I gained the most knowledge A) in the lessons C) reading books 66. I avoid community service and related responsibility 67. When a problem that needs to be solved is very difficult and requires a lot of effort from me, I try to A) take up another issue C) try again to solve this issue 68. I have strong emotions: anxiety, anger, fits of laughter, etc., seemingly for no definite reason. 69. Sometimes my mind is worse than usual 70. I am pleased to do a person a favor by agreeing to make an appointment with him at a time convenient for him, even if it is a little inconvenient for me 71. I think that the correct number to continue the series is 1 , 2, 3, 4, 5, 6, will be A) 10 B) 5 C) Sometimes I have short bouts of nausea and dizziness without a specific cause C) no

8 73. I prefer to refuse my order rather than disturb the waiter 74. I live for today more than other people 75. At a party I like A) to take part in an interesting conversation C) to watch people relax and relax myself 76. I express my opinion no matter how many people can hear it A) yes B) sometimes C) no 77. If I could go back in time, I would most like to meet A) Columbus C) Pushkin 78 I have to keep myself from taking care of other people's business 79. When working in a store, I would rather A) decorate windows C) be a cashier 80. If people think badly of me, I do not try to convince them and continue to do what I think fit 81. If I see that my old friend is cold to me and avoids me, I usually A) immediately think: “He is in a bad mood” C) worry that I have done the wrong thing 82. All misfortunes come from - for people A) who try to change everything Yes, although there are ways to deal with these issues C) rejecting new, promising proposals 83. I take great pleasure in reporting local news 84. Neat, demanding people do not get along with me

9 85. I feel that I am less irritable than most people 86. I can easily ignore other people than they do with me 87. It happens that all morning I don’t want to talk to anyone A) often C) never 88 If the hands of the clock meet exactly every 65 minutes, measured in accurate clock then the clock is A) behind B) right C) in a hurry 89. I get bored A) often C) rarely 90. People say I like to do things in my original way 91. that they are tiring 92. At home, in my free time, I A) chat and relax C) do things that interest me 93. I am timid and cautious about making friends with new people 94. I think that what people say in poetry can be done in this way express it accurately in prose 95. I suspect that the people with whom I am friends may turn out to be by no means friends behind my back, in most cases, rarely 96. I think that even the most dramatic events in a year will no longer leave any in my soul any traces C) no

10 97. I think it would be more interesting to be A) a naturalist and work with plants C) an insurance agent 98. I am subject to unreasonable fear and disgust towards certain things, such as certain animals, places, etc. 99. I I like to think about how the world could be improved 100. I prefer games A) where you have to play in a team or have a partner C) where everyone plays for themselves 101. I have fantastic or ridiculous dreams at night 102. If I stay in the house alone , then after a while I feel anxiety and fear 103. I can mislead people with my friendly attitude, although in fact I don’t like them 104. Which word does not refer to the other two? A) think B) see C) hear 105. If Mary's mother is the sister of Alexander's father, then who is Alexander in relation to Mary's father? A) cousin B) nephew C) uncle

11 Key to R. B. Cattell's Questionnaire Factor Number of questions, types of answers, scores MD 1. В В В В В В В В-1 А 2. В В В В В В-1 В 3. В С В С А С А B-1 C 4. B B B B B B-1 F 5. B B B B B B-1 F 6. B B B B B B-1 G 7. B B B B B B-1 N 8. B B B B B B B B B B B B-1 L 10. B-1 M 11. B-1 N 12. B-1 O 13. B-1 Q1 14. B-1 Q2 15. B-1 Q3 16. B-1 Q4 17. B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B B -1 Interpretation of factors Factor A. Closeness sociability. With low scores, a person is characterized by unsociableness, isolation, indifference, excessive severity in assessing people. He is skeptical, cold towards others, likes to be alone, does not have close friends with whom he can be frank. With high scores, a person is open and kind-hearted, sociable and good-natured. He is characterized by naturalness and ease in behavior, attentiveness, kindness, kindness in relationships. He willingly works with people, is active in resolving conflicts, is trusting, is not afraid of criticism, experiences vivid emotions, and responds vividly to events. Factor B. Intelligence. With low grades, a person is characterized by concreteness, rigidity and some disorganization of thinking. With high marks, abstract thinking, ingenuity, and quick learning are observed. Factor C. Emotional instability emotional stability. With low scores, low tolerance, susceptibility to feelings, variability of interests, a tendency to mood lability, irritability, fatigue, neurotic symptoms, and hypochondria are expressed. With high marks, a person is self-possessed, hard-working, emotionally mature, realistically tuned. He easily manages to follow the requirements of the team, he is characterized by the constancy of interests. He does not tend to be nervous.

12 Factor E. Subordination dominance. With low scores, a person is shy, inclined to give way to others. He often turns out to be dependent, takes the blame, worries about his possible mistakes. He is characterized by tact, resignation, respect, humility up to complete passivity. With high scores, a person is domineering, independent, self-confident, stubborn to the point of aggressiveness. He is independent in judgment and behavior, his way of thinking is inclined to consider the law for himself and others. He blames others for conflicts, does not recognize authority and pressure from outside, prefers an authoritarian style of leadership, but fights for a higher status; conflict, arrogant. Factor F. Restraint expressiveness. With low scores, a person is characterized by prudence, caution, prudence, and silence. He is characterized by a tendency to complicate everything, some concern and pessimism in the perception of reality. Worries about the future, expects failures. To others, he seems boring, lethargic and overly stiff. With high scores, a person is cheerful, impulsive, careless, cheerful, talkative, mobile. Energetic, social contacts are emotionally significant for him. He is sincere in interpersonal relationships, often becomes a leader and enthusiast of group activities, believes in good luck. Factor G. Exposure to feelings high normative behavior. With low scores, a person is unstable, subject to the influence of the case and circumstances, does not make efforts to fulfill group requirements and norms. It is characterized by unscrupulousness, disorganization, irresponsibility, flexible attitudes in relation to social norms, which can lead to antisocial behavior. With high scores, there is a conscious observance of the norms and rules of conduct, perseverance in achieving the goal, accuracy, responsibility, and business orientation. Factor H. Timidity courage. With low scores, a person is shy, unsure of his plans, reserved, timid, prefers to be in the shadows. He prefers the company of one or two friends to a large society. It is highly sensitive to threat. With high scores, a person is characterized by social courage, activity, readiness to deal with unfamiliar circumstances and people. He is prone to risk, keeps freely, disinhibited. Factor I. Rigidity sensitivity. With low scores, a person is characterized by masculinity, self-confidence, rationality, realistic judgments, practicality, some rigidity, severity, callousness in relation to others. With high marks, softness, stability, dependence, the desire to gain patronage, a tendency to romanticism, artistry of nature, femininity, and artistic perception of the world are observed. Factor L. Credulity suspiciousness. With low scores, a person is characterized by frankness, gullibility, benevolence towards other people, tolerance, accommodating. The person is free from envy, easily gets along with people and works well in a team. With high marks, a person is jealous, envious, characterized by suspicion, he is characterized by great conceit. His interests are directed at himself, he is usually cautious in his actions, self-centered. Factor M. Practicality developed imagination. With low scores, a person is practical, conscientious. He focuses on external reality and follows generally accepted norms, he is characterized by some limitation and excessive attention to detail. With a high assessment, one can speak of a developed imagination, orientation to one's inner world, and a high creative potential of a person. Factor N. Directness diplomacy. With low scores, a person is characterized by straightforwardness, naivety, naturalness, immediacy of behavior. With high marks, a person is characterized by prudence, insight, a reasonable and unsentimental approach to events and people around him. Factor O. Self-confidence anxiety. With low scores, a person is serene, cold-blooded, calm, self-confident. With high scores, a person is characterized by anxiety, depression, vulnerability, impressionability. Factor Q1. Conservatism radicalism. With low scores, a person is characterized by conservatism, resistance to traditional difficulties. He knows what he must believe in, and, despite the failure of some principles, he does not look for new ones. He is hesitant about new ideas, prone to moralization and moralizing, resists change and is not interested in analytical intellectual considerations. With high scores, a person is critical, characterized by the presence of intellectual interests, analytical thinking, strives to receive information about everything in full. More prone to experimentation, calmly perceives new unsettled views and changes, does not trust authorities, does not take anything for granted. Factor Q2. Conformism nonconformism. With low scores, a person is dependent on the group, follows public opinion, prefers to work and make decisions together with other people, focuses on social approval. At the same time, he often lacks the initiative to make decisions.

13 With a high assessment, a person prefers his own decisions, is independent, follows the path chosen by him, makes his own decisions and acts on his own. Having his own opinion, he does not seek to impose it on others. He does not need the approval and support of other people. Factor Q3. Low self-control high self-control. With low grades, indiscipline, internal conflict of ideas about oneself are observed. The person is not concerned about doing social demands. With high scores, developed self-control, the accuracy of fulfilling social requirements. A person follows his idea of himself, controls his emotions and behavior well, brings every business to the end. He is characterized by purposefulness and integration of personality. Factor Q4. Relaxation tension. With low scores, a person is characterized by relaxation, lethargy, calmness, low motivation, laziness, excessive satisfaction and equanimity. A high score indicates tension, agitation, the presence of excitement and anxiety. MD factor. The adequacy of self-esteem. The higher the score on this factor, the more a person tends to overestimate his capabilities and overestimate himself.

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Questionnaire for assessing the neuropsychic stability of a teacher CM. Kirov and is intended for the initial selection of persons with signs of neuropsychic instability. She is

TEST QUESTIONNAIRE KOS - 1 Research procedure The study of communicative and organizational inclinations using the test questionnaire KOS can be carried out with one subject and with a group. The subjects are given

DIAGNOSTICS OF ACHIEVE MOTIVATION (A.MEHRABIAN) PURPOSE OF THE METHOD: Achievement motivation, according to G. Murray, is expressed in the need to overcome obstacles and achieve high performance in work,

Parental attitude questionnaire (A.Ya. Varga, V.V. Stolin)

Childhood Depression Inventory Developed by Maria Kovacs (1992) and adapted by the staff of the Laboratory of Clinical Psychology and Psychiatry of the Research Institute of Psychology, allows you to determine quantitative indicators

Fears in children: from newborns to adolescents. How to overcome them? Children's fears are normal. They are surmountable, and with the help of parents, the child will cope with them faster, "outgrow" fears. Important,

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Should you always obey your parents? YES, BECAUSE THE ADULTS.. Yes, but do adults deserve the respect of children? Are all adults worthy of respect? Does obedience always convey respect? Is it possible to show

Version Emotional Intelligence Head ABCD 12-6-2013 INTRODUCTION The report on Emotional Intelligence considers emotional intellect person, i.e. ability to feel, understand and effectively

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When You're Sad Bradley Trevor Grieve's Diary MOSCOW 2006 Introduction Everyone has bad days. It seems a little strange that for many of us, tears are evidence of sincere feelings. But

Task 1. Instructions: Below is a series of statements that relate to different aspects of your life. Each of them may be more or less relevant to you. Rate how often the last

Analysis of the results of the study "Self-assessment of physical, mental and social health"

1.13 Persons who did not appear for entrance examinations good reason(illness or other documented circumstances), a reserve day is allowed for it. 1.14 For violation of the rules of conduct

ALLEN CARR HOW TO BECOME A HAPPY NON-SMOKER Inspiration for every day Moscow 2008 FOREWORD Most smokers are convinced that getting rid of nicotine addiction is very difficult. It takes a huge

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Tecm Your Child's Temperament Observe your child carefully and then answer the questions in this test. Be honest, do not try to embellish the behavior of your son or daughter. Answer like this

DIAGNOSTICS METHODS OF SOCIO-PSYCHOLOGICAL SETTINGS OF A PERSON IN THE MOTIVATIONAL-NEED SPHERE OF POTEMKINA Purpose of the test. Identification of the degree of severity of socio-psychological attitudes.

Analysis of family relationships (DIA) Dear parent! The proposed questionnaire contains statements about the upbringing of children. The statements are numbered. The same numbers are in the "Form for answers". Read

DEFINITION OF MENTAL BURNOUT (A.A. RUKAVISHNIKOV) PURPOSE OF THE METHOD: This technique is aimed at the integral diagnostics of mental burnout, including various personality substructures. INSTRUCTION:

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1. The origins of anxiety should be sought in early childhood; already in the second year of life, it can arise as a result of improper upbringing. 4. a large number of prohibitions from a parent of the same sex

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