Svetlana Fedulova

Target training: rallying the pedagogical team, development of communication skills, emotional stability, self-confidence, a friendly attitude towards each other.

Doing exercises training teachers learn to understand each other. The training motivates teachers to self-improvement, reflection, mastering the mechanisms of communicative competence.

Tasks training:

- formation of a favorable psychological climate;

Finding similarities among group members to improve interaction between them;

Development of the ability to work in a team;

group cohesion;

Awareness by each participant of his role, function in the group;

Improve the communication skills of teachers;

Increase your mood for good luck, happiness, kindness and success.

Equipment: sheets format A-4 according to the number of participants, pencils, felt-tip pens, colored pencils or wax crayons; calm music for relaxation; notebook sheets in a cage, ballpoint pens according to the number of participants.

Course of the training

I. Organizational stage

Teacher- psychologist: Good afternoon! I am glad to welcome you to our training! It is wonderful that we were able to meet with you and have the opportunity to relax a little, relax, play, learn about ourselves and colleagues something new and, the most important thing is to express to each other the joy of meeting.

II. Motivational stage

Today I would like to talk to you about the psychological climate of the team, as well as the importance of cohesion team.

The psychological climate is, as you know, the interpersonal relationships typical of the labor team, which determine its main mood.

In one climate a plant may bloom, in another - wither away. The same can be said about psychological climate of the teaching staff preschool educational institutions: in some conditions, teachers feel uncomfortable, tend to leave team spend less time in it, their personal growth slows down, in others - team functions optimally and its members are given the opportunity to reach their full potential (what we are striving for) .

Creating an emotional well-being in the teaching staff, cohesion team- this is the most important business not only of the administration, but also of each member team.

The psychological climate is called favorable, if in collective there is an atmosphere of goodwill, care for everyone, trust and mutual understanding. If members teams are ready to work, show creativity and achieve high quality, working without control and bearing responsibility for the cause. If in team, everyone is protected, feels involved in everything that happens and actively enters into communication.

III Practical stage

1. Exercise "What do we expect from training? What are we afraid of?

Purpose of the exercise: emotional attitude to work.

2. Exercise "Greetings"

Purpose of the exercise: define the purpose of a smile as a means of conveying a message.

Exercise: Greet your chat partner with a smile

Instruction: today instead of a word "hello" we will greet each other with a smile. You have the right to choose different options smiles: sincere, arrogant, ironic, insincere.

Exercise Analysis:

1. By what signs did you guess that the smile is sincere, ironic, arrogant?

2. How did you feel when you received a smile instead of a greeting?

3. How often and in what situations do you usually use a smile to establish contact?

3. Exercise “Change places those who…”

Target: inclusion in work, removal of the accumulated stress.

The group members sit on chairs in a circle. The leader stands in the middle of the circle. He He speaks: “Change places those who have two children”; “Change places those who have

senior groups"; "Swap places ice cream lovers"; "Change places those in dresses"; "Change places those who sing well" etc.

We learned a lot about each other, and with the next exercise I want to see how attentive you are to each other.

4. Exercise "Be careful"

Purpose of the exercise: development of attentiveness of participants to each other.

Psychologist: “When talking, people look at each other. Let's play a game to test your powers of observation. Close your eyes. Now raise your hand, who has a neighbor with blond hair? Open your eyes and check yourself. Close your eyes again. Who has a neighbor with dark eyes? Raise your hand. Open your eyes and check yourself. Close your eyes again. Who has a neighbor with two holes in his ears? Raise your hand. Open your eyes and check yourself."

5. Exercise "Confusion"

Purpose of the exercise: increase the tone of the group and rally the participants.

Psychologist: “In this game, we will all try to improve each other's mood.

Everyone stands in a circle and raises their right hand. Now you need to take the hand of any of the participants, except for your neighbor. Without unclenching the right hands, repeat the same with the left. Now everyone is entangled in a ball. It is necessary to unravel the ball, holding hands.

6. Exercise "Compliment"

Purpose of the exercise: creating a positive emotional attitude towards the interlocutor, mastering the technique of a compliment.

Exercise: come up with a compliment that matches the personal qualities of the interlocutor.

Instruction: psychologist tells lines from verse:

"Let's exclaim, admire each other,

High-sounding words are not to be feared.

Let's compliment each other

After all, these are all love happy moments!

Today we will say compliments to each other. Choose a partner for the task. The exchange of compliments will take place in form of dialogue. It is necessary not only to receive a compliment, but also to return it.

for example:

Tom, you are such a kind person!

Yes it is! Also, I'm kind!

And you have Sveta, such beautiful eyes!

A compliment is accepted in a certain form: Yes it is! And I (positive quality added) and the compliment returns to the speaker.

Exercise Analysis:

2. Were there any pleasant moments in the exercise, which ones?

7. Exercise "Guide"

Purpose of the exercise: learn to trust a partner; "hear" each other.

Members training is divided into pairs. One participant is blindfolded, the second must, with the help of commands and tips, help his partner overcome obstacles. Then the players switch roles.

Exercise Analysis:

1. What difficulties did you encounter while doing this exercise?

2. Was it difficult to trust your partner?

8. Exercise "Good mood"

Purpose of the exercise: mood expression

Instruction: On sheet format A - 4 depict your good mood.

We will arrange an exhibition of our moods, give our neighbor only a good mood, accompanying the gift with such words: "I give you my good mood...", and then let there be your kind word, an appeal that is usually addressed to your loved ones and loved ones.

Exercise Analysis:

1. What did you like about this exercise?

2. What emotions did you experience when giving and receiving "mood" in the form of a drawing?

IV Reflection

9. Exercise "What I've Learned"

Target: reflection (Feedback)

Exercise: complete unfinished sentences

I learned… .

I like it…

I have learned that… .

I was surprised that….

I was disappointed that….

The most important thing for me was….

Circle discussion

10. Ritual of farewell

Target: share your good mood, your warmth and kindness with others.

Members training represent themselves as rays of the sun. They stand in a circle, and, stretching out their arms, each of the participants puts his hands on top of the hands of the other participants. And so the sun is formed. All warmth, light and kindness team merges into one.

Members training say goodbye.

Goodbye!

One of the first to reveal the content of the socio-psychological climate V.M. Shepel. The socio-psychological climate, in his opinion, is the emotional coloring of the psychological ties of the members of the team, which arises on the basis of their sympathy, the coincidence of characters, interests, and inclinations. He believed that the climate of relations between people in the organization consists of three components. The first component is the social climate, which is determined by the awareness of the overall goals and objectives of the organization. The second component is the moral climate, which is determined by the accepted moral values ​​of the organization. The third component is the psychological climate, i.e. those informal relationships that develop between workers.

The psychological dictionary gives the following definition of the socio-psychological climate. The socio-psychological climate is a qualitative side of interpersonal relations, manifested in the form of a set of psychological conditions that contribute to or hinder productive joint activities and the comprehensive development of the individual in the group. (12) The most important feature of the socio-psychological climate is that it gives a generalized, integral characteristic the psychological state of all manifestations of the life of the team, as it combines the interaction of the entire variety of social, group and personal factors as conditions for labor activity.

The phenomenon of social-psychological climate includes the concept of the state of the psychology of the organization as a whole. A certain system of indicators has been developed, on the basis of which it is possible to assess the level and state of the socio-psychological climate. When studying it with the help of a questionnaire survey, the following are usually taken as the main indicators:

• 1) satisfaction of employees of the organization with the nature and content of work, relationships with work colleagues and managers, management style of the company,
• 2) the level of conflict in the relations of employees of the organization, the conflict between members of formal and informal groups,
• 3) the level of cohesion of the organization's team,
• 4) the degree of coincidence of formal and informal leaders of the organization.

Mathematical analysis of the data obtained during the survey makes it possible to identify the characteristics and factors of a favorable and unfavorable climate, the formation and improvement that managers and psychologists in firms require to understand the emotional state of people, mood, relationships with each other.

Many leaders believe that the socio-psychological climate is something difficult to perceive: on the one hand, it seems to be there, and on the other hand, it is rather difficult to feel it. In this case, one should turn to the opinion of a particularly sensitive category of workers who have worked at the enterprise long enough to be able to appreciate the peculiarities of the relationship, and not long enough to get used to, give up on these relationships. According to psychologists, these are people who have worked in a team for 10-15 years.

The state of the socio-psychological climate is one of the leading indicators of the leader's work. It depends on good, friendly relationships, enhanced by positive motivation, mutual respect, successful leadership, good communications, cooperation, mutual assistance. Achieving a high level of socio-psychological climate is a long process, which is practically impossible to implement in a short time on the basis of appeals and slogans.

A healthy socio-psychological climate in the team matures slowly and is difficult to maintain at the required level. The state of the microclimate in the team, like the weather, can change from day to day. Fluctuations in moods, people's states can quickly change under the influence of unexpected, both favorable and unfavorable conditions. Unfortunately, the nature of human memory is such that he often forgets the good and remembers the bad for a long time, and therefore negative, negative emotions can sharply worsen the positive mood of the employee and affect the performance of production tasks for a long time.

To determine the quality of the socio-psychological climate, it is necessary to analyze all its structural components. In the structure of the socio-psychological climate, B. D. Parygin distinguishes 2 main divisions - the relationship of people to work and their relationship to each other. All the diversity of these relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective. (7)

Under the objective mood is meant the focus of attention and the nature of a person's perception of certain aspects of his activity. Under the emotional - the ratio of satisfaction or dissatisfaction with these aspects of activity.

In addition, emphasizes B. D. Parygin, the socio-psychological climate determines the attitude of people to the world as a whole and the perception of themselves in it. (7) And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team . The climate manifests itself in a certain way and in relation to each of the members of the collective to himself.

It turns out that the structure of the manifestations of the socio-psychological climate is in the attitude of people to each other, to a common cause, to the world and to oneself.

The most important features of a favorable socio-psychological climate are:

• - trust and high demands of members of the group to each other;
• - benevolent and businesslike criticism;
• - free expression of one's own opinion when discussing issues relating to the entire team;
• -- the absence of pressure from managers on subordinates and the recognition of their right to make separate decisions that are significant for the group;
• - Satisfaction with belonging to the team;
• - a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the members of the team;
• - taking responsibility for the state of affairs in the group by each of its members.

Another important criterion affecting the climate in the team is conflicts. Conflicts are an eternal companion of our lives. And therefore, even the most consistent policy of humanization in enterprises and institutions and the best methods of management will not protect against the need to live in conflict conditions. The word "conflict" is of Latin origin and literally means "collision". At the heart of any conflict lies a contradiction, which usually leads either to constructive (for example, to strengthening group dynamics, development of the team), or to destructive consequences (for example, to the collapse of the team). Thus, conflicts in the most general form can be qualified as constructive - with a positive sign and destructive - with a negative sign.

Any conflict situation, in addition to the conflict itself, includes a set of causes and conditions that precede the emergence of disagreements. (11) That is why, in a certain sense, a conflict situation should be understood as a combination of psychological prerequisites, social conditions and production reasons for a potential conflict that has not yet occurred, threatening to discharge into a real labor conflict that occurs when the conscious behavior of one of the parties enters into an insoluble conflict with the interests the other side.

The opposite situation in the team leads to negative consequences and even the most irreversible. Not every leader understands that it is the human factor that plays one of the most important roles in the successful operation of the enterprise as a whole.

Unfavorable working conditions (lack of room for staff) give rise to fatigue, apathy, disinterest in work, and dislike for management is caused by unreasonable fines, delayed or non-payment of wages, personal insults. Large groups of people should be subjected to a more in-depth analysis to identify the causes of an unfavorable psychological climate with subsequent adjustment of the current situation. The main features of the analysis are:

• the productivity of employees;
• the degree of staff turnover;
• the quality of the product;
• absenteeism and being late for work;
• the number of complaints from customers and employees;
• handling of equipment (negligence or accuracy);
• Degree of commitment to your team of employees.

Based on the foregoing, a favorable and unfavorable socio-psychological climate in an organization is distinguished.

A favorable climate is characterized by optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, contribute to development of the organization, making mistakes without fear of punishment, etc.

An unfavorable climate is characterized by pessimism, irritability, boredom, high tension and conflict in relations in a group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, unwillingness to invest efforts in a joint product, in development of the team and the organization as a whole, dissatisfaction, etc. psychological climate conflict collective.

Thus, the socio-psychological climate as a qualitative side of interpersonal relations manifests itself in the form of a set of psychological conditions that contribute to or hinder productive activity and personality development in a group, which reflects the nature, content and direction of the real psychology of the members of the organization.

The leader can purposefully regulate the nature of relations in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities, taking into account the factors affecting the SEC

Foreign researchers single out such an important psychological concept as the trust of team members to each other, which is the basis of organizational success (Robert Bruce Shaw). On the one hand, trust is a problem of relationships between people, i.e. an important component of the SEC of the organization. But from a broader point of view, trust is a powerful universal force that influences almost everything that happens within an organization and in relations between organizations and is at the same time a structural and cultural characteristic of an organization. An essential element in the general concept of the socio-psychological climate is the characterization of its structure. In the structure of the SEC, the presence of two main divisions is obvious - the attitude of people to work and their relationship to each other.

Socio-psychological climate - it is the relatively stable psychological attitude of its members that prevails in a group or team, manifesting itself in relation to each other, to work, to surrounding events and to the organization as a whole on the basis of individual, personal values ​​and orientation.

A number of factors influence the formation of a certain SPC:

Real work situation : successful or unsuccessful course of the production process, the content, organization and working conditions, the system of material and moral incentives, the nature of interpersonal relations in the team, etc. If the company's activities are profitable, employees see the prospects for the development of the enterprise, are satisfied with the incentive system, they work more productive.

Group norms of behavior which concretize social norms (manifestation of relations of cooperation and mutual assistance in work in conditions when the actions of one employee determine certain actions of other people; observance of traditions, rituals adopted in the work collective, etc.). The traditions that improve the climate in the team, adopted in Russian enterprises, include the introduction of a newly hired employee into the team, the organization of joint holidays for staff and their families.

Style and methods of team management. As you know, they are based on two criteria: the nature of the centralization of power and the way in which they influence subordinates. Thus, an authoritarian leader often artificially creates conflict situations, surviving objectionable workers. The work of a liberal leader is practically left to chance.

Individual psychological characteristics of work kov (gender, age, marital status, needs and interests, value orientations). Taking into account the personal characteristics of employees for a favorable SEC is very important.

Thus, a more stable climate develops in a team in which both women and men are represented. To balance the emotionality of women, it is necessary to have men in the women's team. Men, as a rule, are more rational, at the same time, they tend to make more risky decisions; women in this case are needed to make informed decisions, since the female brain is arranged in such a way that it reads disturbing information eight times faster. In addition, the presence of representatives of different sexes in the team forces both of them to keep themselves within the framework of official etiquette, to always be in shape.

Also, the team should be represented by workers of different ages. Older people - to transfer experience to young people, and young people are needed to bring "fresh blood" into the activities of the organization.

5. Compatibility of its members , understood as the most favorable combination of the properties of employees, ensuring the effectiveness of joint activities and personal satisfaction of each.

Compatibility of team members is manifested in mutual understanding, mutual acceptability, sympathy, empathy for each other.

There are two types of compatibility: psychophysiological and psychological.

Psychophysiological is associated with the synchronism of the individual mental activity of workers (different endurance of group members, speed of thinking, features of perception, attention), which should be taken into account when distributing physical loads and assigning certain types of work. So, for example, there cannot be the same speed of work for a fast choleric and a slow phlegmatic. A melancholic who scrupulously performs the assigned work will annoy the slowness of the choleric with his slowness. They are not recommended to be paired to get the job done.

Psychological compatibility involves the optimal combination of personal mental properties: character traits, temperament, abilities, which leads to mutual understanding. Good knowledge and understanding of these points by the manager contributes to the successful management of subordinates, the prediction of their behavior and the targeted impact on it. If we recruit only sanguine people into the team who prefer to do active, constantly changing work, who give up doing work halfway if it ceases to interest them, then there will not be a person in the team who will perform accurate, monotonous, sometimes monotonous work (for example, documentation), without which no business can do. In addition, choleric and sanguine people strive for leadership, therefore, in a team consisting of representatives of only these types of temperament, it is unlikely that a favorable climate will be formed.

Incompatibility is manifested in the desire of team members to avoid each other, and in the event of the inevitability of contacts - to negative emotional states and even to conflicts.

6. Applied scale of rewards and punishments.

7.Working conditions.

8.The situation in the family, outside of work, conditions for conducting free time.

Depending on the nature of the socio-psychological climate, its impact on a person will be different - stimulate work, cheer up, inspire vigor and confidence, or, conversely, act depressingly, reduce energy, lead to production and moral losses.

In addition, the SEC is able to accelerate or slow down the development of the key qualities of an employee necessary in business: readiness for constant innovation, the ability to act in extreme situations, make innovative decisions, initiative and entrepreneurship, readiness for continuous professional development, a combination of professional and humanitarian culture.

As you know, SEC can be favorable or unfavorable.

We highlight the main features of a favorable SEC:

trust and high demands on each other;

benevolent and businesslike criticism;

sufficient awareness of the team members about its tasks and the state of affairs in their implementation. Stably incoming reliable information creates a sense of self-confidence in the employee, in his position - even with unfavorable prospects, when it is clear where and why troubles are coming and how to meet them. The absence of artificial restrictions on information is perceived by a person as trust and respect, helps him gain spiritual comfort and reduces his readiness for any kind of conflict;

free expression of one's own opinion when discussing issues relating to the entire team;

lack of pressure from managers on subordinates and recognition of their right to make decisions that are significant for the group;

satisfaction with belonging to the firm;

tolerance for other people's opinions;

a high degree of emotional involvement and mutual assistance;

taking responsibility for the state of affairs in the group by each of its members;

employees feel safe: they are given to understand that only the best is expected of them, and in case of a mistake they are given a chance to correct themselves;

employees project a positive attitude towards each other on relationships with customers, suppliers and colleagues.

It is impossible to count on the fact that the necessary relations in the team will arise by themselves, they must be consciously formed.

Measures to form a favorable SEC:

Staff recruitment taking into account the psychological compatibility of employees. Depending on the goals of working in a team, it is necessary to combine different types of behavior of people. In many situations, a group with representatives of one type of behavior will turn out to be of little work, for example, if only people who are waiting for instructions and who do not know how to take the initiative, or only those who like to command, will gather.

The selection and placement of personnel for jobs is one of the main tasks of a manager as a leader. Already with the emergence of a primary team, not only the structure of jobs and the need to provide it with personnel of appropriate professions and qualifications are of paramount importance, but also the question of how workers can work together and effectively interact with each other. It is expedient to place workers taking into account their personal characteristics, including likes and dislikes. When people who sympathize with each other find themselves in neighboring, especially technologically interdependent places, this alone improves their mood, increases job satisfaction and work efficiency. And, ultimately, this will contribute to team building;

it is necessary to optimally limit the number of persons subordinate to one leader (5-7 people);

setting clear and understandable goals of activity. The presence of a common goal and joint activities to achieve it create a special sense of belonging to a common cause, gives rise to mutual respect and attention to each other's personal interests and problems;

a clear definition of the scope of duties, rights and responsibilities for each employee;

lack of extra workers and vacancies. Both the lack and excess of members of the group leads to its instability: there is a ground for the emergence of tension and conflicts in connection with the desire of several persons to take a vacant position and get a promotion at work or in connection with the uneven work load of individual workers in the presence of extra persons;

training and periodic certification of executives. Advanced training of managers at various levels expands their horizons, allows you to take a fresh look at the problems, at their subordinates. Attention from the side of the head, in turn, raises the level of self-esteem of subordinates, their self-confidence, awareness of the significance of their work for the success of the company as a whole;

in his activities to optimize the SEC, the manager should rely on the most active, conscious, authoritative members of the team;

the formation of common norms of behavior, "cementing" the team. So, for example, if intrigues and conflicts are not encouraged in the team, people who provoke them are condemned, this leads to the rejection of such behavior. The role of the leader, who sets a personal example of ethical behavior, is also important here;

the use of socio-psychological methods that contribute to the development of effective mutual understanding and interaction skills among team members (employees' passion for personal example, team building trainings, working out the interaction of team members, business games, persuasion method, etc.).

Just regular speeches of the head of the company in front of the whole team allow you to feel like a single team doing one thing. At the same time, it is desirable that the leader be a charismatic person. The manager should talk about immediate plans, achievements, what strategically the company should achieve, what problems exist in the company and how to solve them together, what this or that department means for the company. This greatly rallying the team.

However, too good relations in the team is not always good. In this case, there are vulnerabilities:

Sometimes employees are too focused on relationships within the team and not enough on work;

They begin to avoid even the necessary confrontation, which makes it difficult to resolve important issues;

Because of "kindness" people refuse to solve difficult personnel issues: it is not easy to fire a "friend" or reprimand him. But the conflict does not disappear anywhere, it just goes "underground";

Sometimes concern for relationships within the team leads to the introduction of an egalitarian system of remuneration for work, and this weakens the most ambitious and purposeful people;

When employees are seriously friends, this leads to the destruction of the hierarchy. For example, the marketing director decides on a course, but cannot implement it because someone, using friendship, bypassed him and weakened the president's commitment to this course;

In such organizations, people sometimes avoid keeping clear statistics on their achievements.

In order for a company not to lose its ability to do business and turn into a charitable organization, it is necessary, while caring for people, to remain committed to specific business achievements that can be objectively measured.

Thus, the formation of a favorable socio-psychological climate is a long-term, often permanent process in the workforce.

The education system is designed to ensure the active development of children and youth, their creative abilities, inclusion in socially significant activities. It is during the school years that the comprehensive development of the personality takes place, the formation of the main features, and this largely depends on the social environment in which the child is located. As theory says and practice shows, an important condition for the optimal development of the personality of schoolchildren is the presence of a favorable emotional and psychological climate in the school and class, which determines the relevance of considering this issue. Psychology borrowed the concept of "climate" from meteorology and geography. Now this scientific concept, which has already become established in modern psychology, characterizes the invisible, unique, delicate, psychological side of communication, interconnection and mutual influence between people. In modern psychological science, the psychological climate is understood as "the qualitative side of interpersonal relations, manifested in the form of a set of psychological conditions that contribute to or hinder productive joint activity and the comprehensive development of the individual in a group." V.M. Shepel argues that the psychological climate consists of three components:

• - social climate - is determined by the awareness of the common goals and objectives of the group;
• - moral climate - determined by the accepted and established moral values ​​of the group;
• - the psychological climate is informal relations that develop between members of the group and significantly affect its performance.

Only the optimization of each element of the complex concept of the psychological climate leads to a trusting atmosphere in the team. A positive psychological climate does not form by itself. This is the result of persistent, purposeful and long-term work of the entire team, the result of well-planned and organized activities, while an important place in the formation of a favorable climate is given to teachers and class teachers.

In the team of schoolchildren there is an atmosphere that is formed primarily by the teacher.

The results of the activities of the student team depend on the characteristics of his interaction and mutual understanding with children, and they, in turn, if they are good and stable, help create the necessary psychological climate.

An important point that the teacher should pay attention to first of all is the extent to which each of the students knows his duties, as well as their difference from the duties of other members of the team. This clear division of class roles and responsibilities provides children with a sense of their own boundaries, as well as a sense of stability and stability regarding their place in the group. The next criterion is awareness of one's personal beliefs. In a healthy psychological climate, each of the students knows their values ​​and views. At the same time, an equally important criterion is the definition of one's position in relation to oneself and other members of the group. It is important that each of the students pays attention first of all to himself, to be able to conduct self-analysis of actions and deeds.

It is worth remembering that the state of the psychological climate of the student team also depends on the level of group development. It should be noted that there is a positive relationship between the state of the psychological climate in a developed team and the overall performance of all members of the group. It leads to the emergence of mutual understanding and trust, openness and mutual assistance. A high level of group development contributes to the formation of an integral personality in each person, who will be an active unit of the entire team and, at the same time, the subject of his own life activity. The style of management and self-management in the group has a direct influence on the psychological climate. Teachers in their work to create a healthy social situation and the psychological climate of the class should rely on the most conscious, active, authoritative members of the student team.

The successful development of the class team is due not only to the ability of the teacher, but also of each student in the class, to help maintain the joint direction of the group's movement. It is determined and set by the students themselves together with the teacher. We can talk about a positive psychological climate if each child in the class is sufficiently focused and emotionally hardy.

It should be noted that the most important signs of a favorable psychological climate according to Makarenko are self-esteem, the security of each individual, pride in one's team, the aesthetics of the team, and compliance with external norms of behavior. All of the above characteristics of a healthy climate of the student team contribute to the normal functioning of the class, and consequently, both educational and educational activities, and the comprehensive development of the individual. This allows the child to experience positive emotions in the process of learning activities: goodwill, initiative, efficiency, security, mobility, creativity, optimism. In the absence of a favorable climate in the classroom, the prevailing emotions are insecurity, aggressiveness, laziness, pessimism, tightness, passivity. This cannot but affect the effectiveness of educational work.

The conditions that determine the effectiveness of the influence of a teacher on a favorable psychological climate in a team of schoolchildren include the following:

• - the aspiration of the teacher for the emotional comfort of schoolchildren;
• - personal characteristics of the teacher (openness, initiative, disposition to children, sense of humor, creativity, sociability, communication style);
• - professional qualities of a teacher (knowledge of theory and methodological base).

Each teacher needs to know and apply the methods of forming a psychological climate.

Due to the specifics of the teacher's work and the age characteristics of students, it is the teacher who must have certain means and mechanisms for managing this phenomenon. From which it follows that the responsibility for the formation of the psychological climate lies primarily with him. Among the most effective ways for the teacher to form a favorable psychological climate in the student team, the following should be highlighted:

• - creation of situations of collective empathy for significant events for the group;
• - introduction of universal values ​​into the life of the team;
• - use of collective games;
• - the formation of the traditions of the group and their obligatory observance;
• - development of a system of moral and material incentives for students;
• - the ability to see and resolve conflict situations among students;
• - the desire of the teacher to invest effort and money in the well-being of the group;
• - knowledge and teaches the individual characteristics of students (somatic, intellectual, psychological);
• - knowledge and respect for the whole range of other people's opinions;
• - the ability to share and transfer responsibility.

The psychological climate occupies an important place in the harmonious and comprehensive development of the child, it requires special professional training of the teacher, for competent orientation to the formation and management of the psychological environment in the classroom, as well as to transfer the necessary knowledge to students.

The psychological climate in the classroom depends not only on the class teacher, teacher, it is influenced by the organization of educational activities, the quality of textbooks, the learning ability and abilities of students, their health and nutrition.

Thus, the creation of an optimal psychological climate is an important element in improving the effectiveness of teaching and upbringing work in the classroom. A favorable psychological climate contributes both to a better assimilation of the educational material by the student and to the full development of his personality.

Therefore, the creation of a favorable psychological climate in the classroom is an important element of pedagogical work at school.

There are three main factors that affect the state of the psychological climate: the personal qualities of the members of the student team, the leadership style of the teacher, and the material environment of the educational process. To achieve a positive atmosphere among students, the professional qualities of the teacher, who has a major role in this process, are important. Whence it follows that the practical and theoretical skills of the teacher should be aimed at creating a favorable climate in the student environment, as a necessary condition for the versatile development of the individual.

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Everyone would like to find a job where they pay well, and the staff is pleasant, and there are no overtime, and the entire social package is present. Similar information is indicated in almost 99% of resumes on various job search resources. But employers offer fewer privileges, but many requirements with little pay. Of course, it is also important for them to find a suitable candidate, and also to achieve high labor productivity with minimal effort on their part.

Positive attitudes among employees always have a positive effect on the work process and productivity.

In large companies, the principle of working with employees is successfully applied not only to improve skills, but also to normalize the psychological climate in the team. Unfortunately, many medium and small firms do not pay attention to this problem, which causes many difficulties.

Psychological climate in the team. Basic concepts

We will try to explain the concept of the psychological climate in the team. Another name is the socio-psychological climate or SPC. This is a general, to some extent stable, psychological mood of the team of one firm, which manifests itself in various types of activities.

A normal atmosphere in the company always has a positive effect not only on the psychology of each employee, but also on other indicators of the company. If the climate is positive, then the following signs of this are distinguished:

trust between colleagues and superiors;
feeling of stability, security;
general willingness to cope with difficulties;
optimism;
pleasant interaction between employees;
sympathy and support among employees;
confidence, attention;
willingness to compromise;
permissible free thought;
desire to develop.

In the opposite state of affairs, negative consequences arise, which may even be irreversible.

Factors affecting the psychological climate in the team

Certain factors that influence the psychological climate in the team are identified. They are able to make it negative and positive. It is important to include sanitary and hygienic conditions among them: lighting, room size, comfort level of the place of work, temperature, etc.

Another factor is the leader himself. If a person adheres to a healthy lifestyle, treats work with responsibility, and has positive qualities, then he will become an example for employees.

To create a normal climate in the team, it is important for the leader to select people with a certain type of temperament for work, so that they fit together. Compatibility in age and experience is also important.

Social tension in the organization. Strategies to reduce

Now there are many approaches and principles to reduce social tension in the organization, that is, to create a positive psychological climate among employees. These goals include the following actions:

when forming a team, it is important for a company to take into account the psychological compatibility of people. Depending on the goals, a combination of different types of temperament and character is required. In many situations, a group with people of the same type of character turns out to be almost unworkable. For example, if you collect only workers who are not capable of initiative and are waiting for constant instructions from above, or only those who are used to issuing commands;

When there are tensions among employees, it is important to understand their cause and find ways to solve and eliminate the problem.

it is important to observe the optimal selection, staging, certification and training of leaders;
establish an acceptable limit on the number of employees that report to one boss (5-7);
monitor the absence of unnecessary vacancies and workers. Excessive and insufficient number of employees becomes the cause of instability of the team. The ground is being formed for the development of conflicts, tensions due to the desire of various candidates to hold positions and receive promotions. Another reason is the uneven workload that occurs when there are extra workers;
it is important to rely in work on the most active and, i.e. informal leaders who enjoy the trust of other employees;
control of the processes of organizing the content components of the climate (values, norms, rules, expectations, general mood and opinion);
prevent and find a way out of conflicts between individuals;

use social and psychological methods that contribute to the formation of effective understanding among employees and interaction skills (to captivate employees by their own example, use trainings, business games, methods of persuasion, etc.).

Experts have developed many psychological and social ways to create a positive climate in the team. Among them it is important to highlight:

Body psychotherapy. It is based on an understanding of the close relationships between phenomena in physiology and the psyche. Especially on the fact that personality traits are noticeable in gestures and movements. Such psychotherapy is manifested in the creation in the company of rooms for unloading the psyche, booths with mannequins for leaders (for the release of negative feelings, etc.);
Art therapy. This technology is based on the fact that the inner "I" of people manifests itself in visible images, when a person creates paintings, sculptures, draws, without thinking about his own work, in other words, spontaneously. The materials that are obtained in the process of fighting the group give a chance to identify levels of aggression and other negative feelings, contribute to resolving conflicts and building relationships between employees. Art therapy will be applied in the field of occupational therapy and social rehabilitation;
Skills training group. This group is classified as a behavioral branch of psychology. The approach to work is based on a learning model, setting goals, defining and evaluating behavior. The “confidence training” groups serve as an example. This is how they teach career planning, decision-making, developing skills to cope with stress and improving social interaction skills.

Leaders select the most appropriate methods for building relationships for their own team.

Many other methods and trainings have been invented that are aimed at creating a positive climate among employees. Today psychologists work in some companies. They organize psychological games, tests, conduct classes with employees. Some companies invite such specialists from outside. This, of course, has a positive effect on the psychological and social climate.

How to improve the psychological climate in the team

In order to understand how to improve the psychological climate in the team, it is important to follow some schemes:

remember that it is easier for people to focus on work if they have the opportunity to control the environment. Let them arrange their own jobs. So a person becomes freer, the number of internal conflicts in the team decreases;
employees are pleased to understand that something also depends on them. Even if it is the choice of a calendar for the table at work. The main thing is that it sets in a positive mood, gives additional incentives to work. You will notice that the return will be much greater. Workers should not be too tightly bound, although some dress code is still required to maintain discipline;

That employees need to communicate with each other. The prohibition of this will cause a decrease in labor efficiency, suppresses people, and causes a split in society. Such an environment will not help to rally and develop mutual understanding at work. Therefore, it is important to create a friendly atmosphere;
in addition, you can create something like a canteen, where employees can have lunch together, communicate on abstract topics. In addition, arrange tables in the workplace so that everyone feels in the center. No one should be singled out, otherwise there is a chance of conflicts;

To normalize the climate, it is important to allow employees to participate in the organization of the work process, to feel involved in the main mechanisms of the company's work.

it is also important to make employees feel that the office is not only a workplace. It is worth organizing informal events here: team building, corporate events, etc. Contributes to the cohesion of the team and conducting training collective seminars. And if you allow people to celebrate birthdays in the office, then the atmosphere at work will be filled with ease and ease, and the indicators will certainly rise up.

Thus, in order to achieve the norms of a positive psychological climate, special trainings are required, the use of suitable methods and schemes for organizing the labor process.

January 20, 2014, 11:38