The conditions in which the members of the working group interact affect the success of their joint activities, satisfaction with the process and results of work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature regime, humidity, illumination, spaciousness of the room, availability of a comfortable workplace, etc. Great value also has the nature of relationships in the group, in particular psychological climate.

The psychological climate of the workforce is socially conditioned, relatively stable system relations of its members to the collective as a whole. The psychological climate is always built on interpersonal relationships, therefore it is an indicator of their state.

Interpersonal relationships are a system of attitudes, orientations and expectations of group members relative to each other. Interpersonal relationships are determined by the content and organization of joint activities, as well as the values ​​on which people communicate. The joint activity of any organization is associated with the solution of a specific problem (industrial, scientific, commercial) and the presence of a single goal among its participants.

The main indicators of the psychological climate of the workforce are the desire to preserve the integrity of the group, compatibility, harmony, cohesion, contact, openness, responsibility. Let us briefly consider the essence of these indicators.

Cohesion- one of the processes uniting the unit. Characterizes the degree of commitment to the group of its members. It is determined by two main variables: the level of mutual sympathy in interpersonal relationships and the degree of attractiveness of the group for its members.

A responsibility- control over activities in terms of compliance with the rules and regulations adopted in the organization. In departments with a positive psychological climate, employees tend to take responsibility for the success or failure of joint activities.

Contact and openness- determine the degree of development of personal relationships between employees, the level of psychological closeness between them.

The psychological climate in the subdivision largely depends on the level of compatibility and coherence of the group members. Compatibility and harmony determine the degree of interconnectedness and interdependence of employees. An effectively working group is a psychologically integral group. Instead of the set of "I" there is the concept of "WE". Opinions, evaluations, feelings and actions of individual "I" converge; appear common interests and values; complementary intellectual and personality traits. By jointly performing tasks, solving problems, people develop specific, only for this group, inherent ways of regulating cognitive and emotional processes, strategies of behavior, a common style of activity for the group. In such teams, people exchange experience, adopt a style of behavior, expand the set of individual capabilities, develop the ability, desire and ability to correlate their goals and actions with the goals and actions of other people. At a certain stage of interaction between employees, the team can achieve optimal compatibility and harmony.

A favorable psychological climate is a condition for increasing labor productivity, employee satisfaction with work and the team. The psychological climate arises spontaneously. But a good climate is not a simple consequence of the proclaimed mottos and efforts of managers. It is the result of a systematic psychological work with members of the group, the implementation of special events aimed at organizing relations between managers and employees. The formation and improvement of the psychological climate is a constant practical task for managers. Creating a favorable climate is not only a responsible, but also a creative matter, requiring knowledge of its nature and means of regulation, the ability to foresee likely situations in the relationships between group members. The formation of a good psychological climate requires, especially from managers and psychologists in firms, an understanding of the psychology of people, their emotional state, mood, emotional experiences, unrest, relationships with each other.

A productive psychological climate is considered by many authors as one of the most important factors in the effectiveness of organizations.

The most important signs of a favorable emotional and psychological climate in the workforce:

Trust and high demands group members to each other; benevolent and businesslike criticism;

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;

Sufficient awareness of team members about its tasks and the state of affairs in their implementation;

Satisfaction with belonging to the team;

A high degree of emotional involvement and mutual assistance in situations that cause a state of frustration (deceit, frustration, destruction of plans) in any of the members of the team;

Taking responsibility for the state of affairs in the group by each of its members, etc.

Indicators of an unfavorable emotional and psychological climate in the workforce are:

Low personal contribution of team members to its development.

Members of the team are in the position of passive observers of the deterioration of the organization, without making any efforts to correct the situation. No one shows voluntary initiative. Errors and problems are habitually hidden or hushed up.

Extraneous factors complicate problem resolution. status and place in the organizational hierarchy greater value than problem solving. There is an excessive consumer interest. Relationships between team members are formally courteous, disguising existing issues- especially in relation to the leader. Honesty and truthfulness are not supported.

Decisions are made by a narrow circle of people.

It is not accepted to accept outside help. Other people's motives are viewed with suspicion; the leader promotes such a system of relations.

Conflicts are mostly hidden and directed by management, taking the form of endless mutual accusations.

Bad work hides or finds an excuse

Innovations are the lot of a limited circle of people.

The leader monitors what the organization may think and looks for blame for failures.

There are signs by which one can indirectly judge the atmosphere in the group. These include:

staff turnover rate;

labor productivity;

product quality;

the number of absenteeism and lateness;

the number of claims, complaints received from employees and customers;

performance of work on time or late;

carelessness or negligence in handling equipment;

frequency of work breaks.

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 to implement managerial activity taking into account the factors influencing the SEC. Let's dwell on their characteristics in more detail.

Factors that determine the psychological climate

Exists whole line factors that determine the 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, political life societies provide social and psychological well-being its members and indirectly influence the socio-psychological climate of the working groups.

local macro environment, i.e. 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 increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, well-equipped workplace, favorable sanitary and hygienic conditions increase satisfaction from labor activity in general, contributing to the formation of a favorable SEC.

Job satisfaction. Of great importance for the formation of a favorable SEC is the extent to which the work is interesting, diverse, creative for a person, whether it corresponds to his professional level, whether it allows him to realize creative potential, grow professionally. The attractiveness of work increases satisfaction with working conditions, pay, system of material and moral incentives, social security, distribution of holidays, working hours, information support, career prospects, the opportunity to improve their professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontally, etc. 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 reward;

In communication and friendly interpersonal relationships;

Success, achievements, recognition and personal authority, 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 SEC 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 SEC. Interdependence of tasks, fuzzy distribution functional duties, the inconsistency of the employee with his professional role, the psychological incompatibility of the participants in joint activities increase the tension of relations in the group and can become a source of conflict.

Psychological compatibility is an important factor influencing the SEC. Psychological compatibility is understood as the ability to work together, which is based on the optimal combination of the personal qualities of the participants in the team. Psychological compatibility may be due to the similarity of the characteristics of the participants in joint activities. It is easier for people who are similar to each other to establish interaction. Similarity contributes to a sense of security and self-confidence, increases self-esteem. The basis of psychological compatibility may also be the difference in characteristics according to the principle of complementarity. In this case, people are said to fit together "like a key to a lock." The condition and result of compatibility is interpersonal sympathy, the attachment of participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.

The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the working group is according to various social and psychological parameters:

There are three levels of compatibility: psycho-physiological, psychological and socio-psychological:

The psychophysiological level of compatibility is based on the optimal combination of the features of the sensory system (vision, hearing, touch, etc.) and the properties of temperament. This level of compatibility is of particular importance when organizing joint activities. Choleric and phlegmatic will perform the task in different pace, which can lead to disruptions in work and tension in relations between workers.

The psychological level implies the compatibility of characters, motives, types of behavior.

The socio-psychological level of compatibility is based on consistency social roles, social attitudes, value orientations, interests. It will be difficult for two subjects striving for dominance to organize joint activities. Compatibility will be facilitated by the orientation of one of them to submission. Hot-tempered and impulsive person a calm and balanced employee is more suitable as a partner. Psychological compatibility is facilitated by self-criticism, tolerance and trust in relation to the interaction partner.

Harmony - it is the result of employee compatibility. It ensures the maximum possible success of joint activities with minimal cost.

The nature of communications in the organization acts as a factor in the SPC. 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, weaving intrigues and behind-the-scenes games. 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, distrust, and conflicts. The ability to clearly and accurately express one's point of view, possession of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.

Leadership style. The role of the leader in creating the optimal SEC is crucial:

Democratic style develops sociability and trust in 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 leadership style, contributes to the optimization of the SEC.

An authoritarian style usually breeds hostility, submissiveness 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.

The permissive style has its consequence 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 manager 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, etc., behaves in accordance with the slogan "the boss is always right", does not listen to the opinion of subordinates, is inattentive to their needs and interests, then he forms an unhealthy working atmosphere. Absence mutual respect and trust makes people take a defensive position, protect 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.

Fear of punishment gives rise to the desire to avoid responsibility for the mistakes made, shifting the blame to others, and the search for a "scapegoat". For this role, as a rule, a person (a group of persons) is chosen who is not guilty of what happened, but differs from the majority of employees, is not like them, is weak and is not able to stand up for himself. He becomes the object of attacks, hostility, unfounded accusations. The presence of a "scapegoat" allows group members to defuse tension and dissatisfaction, which easily accumulate in an atmosphere of mutual distrust and fear. Thus, the group maintains its own stability and cohesion. It seems paradoxical, but no matter how much hostility and hostility the "scapegoat" causes in its address, the group needs it as a "safety valve" that allows it to get rid of aggressive tendencies. The search for a "scapegoat" plays the role of a mechanism for integrating and stabilizing relations in the group, avoiding sharp and intense conflicts. But this process provides only a partial, one-time effect. The source of tension and dissatisfaction in the organization remains, and the wrong behavior of the leader plays a significant role in their appearance.

Even if the manager uses an authoritarian management style, he 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, becomes more attention devote to establishing a solid and close connection with subordinates.

Thus, the leader can significantly influence the character interpersonal relationships in the work team, on the attitude to joint activities, satisfaction with the conditions and results of work, i.e. psychological climate, on which the effectiveness of the organization as a whole largely depends.

Management consultants are well aware that the most common cause sudden fall production and commercial performance of the company is the deterioration of the psychological climate of the organization as a whole or in its individual divisions. Often abrupt change psychological climate is associated with a change in leadership. The new boss comes with his own understanding of the "correct" relations in the team and actively begins to implement them in life. The consequences are often deplorable: old traditions, rules, established relationships are collapsing, and new ones do not take root. As a result - a drop in interest in the results of activities, an increase in staff turnover, a decrease in motivation, etc.

Thus, the psychological climate of the labor collective is a socially conditioned, relatively stable system of relations between its members and the collective as a whole. One of the important components of the psychological climate is the satisfaction of workers with their livelihoods in the team.

Features of the psychological climate in the units affect the production, social and socio-psychological processes in a particular unit and throughout the organization. The psychological climate in individual divisions largely determines the production success of the organization and its position in the market. Therefore, the diagnosis and formation of a positive psychological climate in all departments of the organization is a priority task for a psychologist.

The psychological climate is an important component of the effective functioning of the team, since it affects the personal productivity of employees, and the coherence and synergy of the team. Historically, despite the interest in collective education in Russian, then Soviet psychology, the problem of the psychological group atmosphere, compatibility, and collective cohesion in science was first raised in the West. This happened due to the presence of a social order for the development of the topic. Business psychologists had a question - how, in addition to material incentives, it is possible to achieve an increase in productivity in groups. The psychotechnicians of that time found out that labor productivity is related to the compatibility of the personalities of the employees in the group.

The psychological climate is favorable or unfavorable. If it is impossible to be in a group for work, even with a strong initial interest, it will steadily decline.

The concept of socio-psychological climate

In each group there is a competitive atmosphere, which can be traced even in the world of animals and children's groups, where the subjects themselves are not yet aware of this, but some of them always stand out as more proactive, sociable, and skillful. A certain hierarchy of leadership and subordination is formed, and cultural mechanisms of interaction should be included here.

How can people navigate their relationships in collectives? There is a need to select people into groups according to the principle that has been done in the West for more than 100 years. Today, however, most of our teams are formed spontaneously, without observing any principle. Occasionally, the task of forming a coordinated effective team is given to large private businesses or specialized government agencies. In other cases, a favorable psychological atmosphere is a rarity, often even an accident.

Next to the formal relationship management structure, if present in the group, there is an informal leadership structure. It is important whether the official structure matches the informal one. It is good for the team if the leader is appointed as the leader in the psychological sense as well. Otherwise, when the management appoints a person from itself, and within the team, moreover, there is another informal leader, confrontations are inevitable.

The team can exist nominally, the participants can communicate very superficially or even not interact at all, as happens, for example, with groups of students absentee form training or a team of managers located in different cities branches. In order for a favorable psychological climate to form in the team, it is necessary for the participants to actually be in it, their belonging to the team, their interaction.

For creating positive climate resort to special classes, trainings at the stages of advanced training, corporate rallying games. People inside the system are not able to reanimate themselves and relationships. In interaction games, when employees of different ages and statuses even have to make physical contact, hold, lift each other, look, communicate, they take off their masks, move away from their assigned roles and begin to show themselves in live communication. Joint actions and transparency, when a person is seen in activity, contribute to the growth of trust, the moral and psychological climate in the team improves.

However, attempts to rally the team through corporate values ​​and spending time together are not always successful. Often they are carried out only nominally for the task of the government, on the ground even without the participation of professionals and are superficial in nature. This happens when beautiful slogans sound that do not find a response in living people, are not tied to their intrapersonal and interpersonal psychological reality. Important here and psychological qualities the person himself. Arrogance, suspicion, bragging, even ordinary reticence repel people and become prerequisites. It is then possible to rally the team only by solving hidden problems, protracted confrontations that reduce the moral and psychological climate in the team to nothing. The participation of the leadership itself, which is an inseparable part of the team, is also necessary.

Today, collectivism is a thing of the past, no matter what is declared, but dominates in most groups. Corporate ethics, especially in the highly specialized communities of the military, doctors, teachers, partly protects a person, facilitating personal responsibility and even partially replaces ideology, there are common values norms within a professional group.

In a true team, employees want and recognize their interchangeability, but they are aware of themselves as an association, feel that they are for each other, integral as a group. Psychological compatibility means that the current composition of the group is possible to achieve the goals of the activity. Whereas psychological cohesion, in terms of social psychology means that this composition of the group is not only possible, but integrated in the best possible way, everyone perceives everyone as a necessary and positive person.

Socio-psychological climate in the team and its significance

The climate of the team is most often threatened by. However, after all, conflicts are a natural phenomenon that cannot be avoided and one should not try to completely exclude them from labor practices. Conflicts should not be feared, but they must be managed. Theory real conflict reveals the fact that when we are separated on opposite sides of the barricades, we have different interests, we belong to different groups, we have different status- always this situation can be described as a latent conflict. Having studied the rules of conflict-free communication, the manager will be able to convey them to employees, which will help to extinguish conflicts or take them out of the working environment.

The conflict has a diagnostic role, moreover, it can and should be considered as a kind of critical point that can always be overcome. With the right strategy, even due to this very conflict, you can reach new level communication, effective interaction. There are also more or less conflicting people, which can be assessed already during the selection and not include conflict person to the team.

Why do conflicts occur most often? The reasons for this are psychological and sociological. The psychological component here is that some people have an unhealthy nature, bad attitude to colleagues, work. The sociological one is revealed through the theory of informal groups, explaining conflicts through their confrontation.

According to Litvak, each team has three main subgroups. The first is educational and careerist. These are people who are constantly learning new things. progressive methods, want to improve, make work more efficient. The second group is called cultural and entertainment. These are people who work well, but perform tasks only "from and to", having their own interests, hobbies or another, more exciting profession. They want to leave everything as it is now, not to make changes, not to learn. And the third group is the so-called alcoholic. The goals of each group are different - the educational and careerist group wants to develop, the cultural and entertainment group wants to be left alone, and the alcoholic group wants to drink.

When only one of the above groups is present in the team, this is a stable team, conflicts in it are unlikely. But already in the presence of a group of educational and careerist and a second group, cultural and entertainment, conflicts are inevitable. The leader is more likely to be educational and careerist, and his task is to form his own dominant group, then the team will be stable and effective, since another group, which finds itself in a minority, will not be able to counteract. Find out who belongs to your group and bet on them, give them support, show that you trust them, that you are of the same group.

What to do with an alcoholic group? Clearly, fired. Because if you do not remove a rotten apple from the plate, everything will go bad. What about cultural and entertainment? If its participants perform tasks well, do not oppose, do not anti-leadership, do not interfere, and the group is small, you can work with them, but know that in the long term they will not become your adherents.

The management style can be chosen from authoritarian, democratic or permissive. The middle one, democratic, is recommended, the authoritarian one can be resorted to in emergency situations, and conniving to use in relation to, for example, simple work that the subordinate has already performed many times.

What is better to use - rivalry or cooperation? It may seem that the rivalry is more effective, as colleagues fight each other, work better and better, striving to be appreciated. However, from a strategic perspective, this is a more dangerous relationship, fraught with a flare-up of a struggle for resources and influence. Cooperation is more profitable in the long run, especially for the educational and careerist group. It gives careful attitude and the support of each employee of the collective, which provides over time the trust and a sense of the integrity of the group, whose interests people can put above their own.

Creating a favorable psychological climate in the team

Everyone has heard about the role of the psychological climate, understands its importance, but few people are really involved in it. Moreover, this is necessary and even costly justified, because most conflicts are of a hidden nature, often not even manifested, however, the tension between incompatible personalities is often acutely experienced by both parties, taking away resources that could be invested in the work process.

It is important to create the right psychological atmosphere and invest in the comfort of the participants. Thus, the psychodiagnostics of children was carried out in the educational team and weak spots interactions for everyone. The children were then asked to sit down as they would like. It is noteworthy that everyone tried to choose a place with that classmate who is complementary to him in terms of personality, thereby compensating for weaknesses. In those teams where psychological characteristics are taken into account, people get sick less and demonstrate greater productivity.

At work, where there is a favorable psychological climate, employees hold on not because of stability or pay, but because of their desire, they appreciate the state that they receive at work. What are the factors of psychological comfort?

To create a positive climate in to a large extent it is not the corporate psychologist or the personnel department that influences, but the immediate supervisor. Equally important is the friendly shoulder of a colleague. Ask employees in a relaxed atmosphere if they feel that there are people nearby who are ready to help and give them a shoulder of support.

The employee must know that he is scolded only for real mistakes. Here he has all the chances to build a career, there are no nepotism and no appointment to senior positions "by pull". Moreover, he should have the opportunity not only professionally and personnel, but personally to grow. Is this a place of work where he learns more, grows above himself intellectually, morally, psychologically? Find out if an employee is willing to stay at work overtime. And, if he is ready, never leave him to work overtime. You must exceed people's expectations, and then they will feel satisfied.

Is there humor in the team? Humor helps to cope with stress, nervous work, especially in the field of working with people, sales, large transactions. Be sure to regularly celebrate some holidays at work, whether it’s the birthday of an employee, company or generally recognized dates - it doesn’t matter what kind of holiday and on what scale it is celebrated, the important thing is for employees to be together, open up and be liberated.

Some managers take the position that friendship between colleagues is unacceptable. What psychologists do not agree with, arguing the need for interaction of employees through informal channels for natural functioning, comfort and even team building. The person and the workplace must be treated not only as an element of the system, but as an individual. If a person realizes himself as a full-fledged person at work, this indicates the effective work of the entire organization.

A manager with problems in a team should reconsider his leadership style and even sometimes himself, character, personal characteristics that manifest themselves in relation to employees. The most acceptable in most organizations today is a flexible, situational leadership style that requires a manager to combine different leadership styles depending on the goals. The authoritarian style becomes more rare and unacceptable, while the democratic one dominates as the main style. From the side of the psychological atmosphere, teams with flexible democratic leadership look much more attractive and are more desirable for applicants.

However, the first mistake most often occurs at the time of team formation due to the lack of professional selection and compatibility diagnostics in order to create a well-coordinated team. The reasons may be the shortcomings of the personnel services, the psychologist and the manager, when they are personally present at the interview. Even if the goal is to reorganize the team later, taking into account the needs and characteristics of the organization and the management team, using the services of professionals, after some time this brings positive results.

Psychologists, unlike, unfortunately, many leaders, have a positive design approach to personality, according to which a person can always be developed. If a person, for example, is conflicted, but, as often happens, a valuable professional, if he has a desire, working with a psychologist, you can reduce the degree of his personal conflict.

The demand and popularity of studies of the socio-psychological climate in the team is due to the tendency to complicate relationships and the growth of requirements for the professionalism of an employee.

Why is it so necessary? Everything is logical. Favorable climate increases efficiency in a team joint work. Unfavorable relationships can lead to high turnover personnel, increasing the level of conflict, reducing labor efficiency and, in general, worsening the reputation of the organization. Often the manager notices only the listed consequences, but does not know the reasons for their occurrence. There are cases when the leader does not see the true reason for the deterioration in the work of the team and directs efforts in the wrong direction, which, of course, does not lead to an improvement in the situation. Therefore, it is important for the head of an organization or an HR to study the current state of the socio-psychological climate and, based on the results of the study, take necessary measures for its improvement. In this article, we will talk about the main methods that allow us to explore the socio-psychological climate in an organization, as well as give recommendations for their application.

To begin with, it is necessary to define what is meant by the term "socio-psychological climate". The socio-psychological climate in the team is a complex, integrated indicator that reflects the internal state of the community as a whole, and not just the sum of the feelings of its members, but also its ability to achieve joint goals. The main factors that form the socio-psychological climate in the team are:

1. Emotional attitude of employees to their activities;
2. Relationships between employees in the team;
3. Relationships between subordinates and managers;
4. Service and household factors of labor organization;
5. Economic (material) factors of labor encouragement.

Of course, the list presented is not exhaustive: it can be refined and expanded if necessary within the framework of a particular study.

If the purpose of the study is to analyze and assess the socio-psychological climate in the team, then to achieve it, it is necessary to solve the following tasks:

1. Determine the emotional attitude of employees to their activities in general;
2. Identify the nature of the relationship between employees in the team;
3. Identify the nature of the relationship between subordinates and managers;
4. Determine the degree of satisfaction of employees with service and household factors of labor organization;
5. Determine the degree of satisfaction with the economic (material) factors of labor encouragement.

After formulating the goals and objectives of the study, it is necessary to choose the method by which the data will be collected. We recommend the questionnaire survey as the most effective method of collecting data in medium and large groups, which, under certain conditions, gives a high guarantee of the sincerity of the answers. These conditions should be considered in more detail.

• In order for the respondent to be interested in giving sincere answers, it is necessary to guarantee the anonymity of the data submission and explain that the results of the survey will be presented in a generalized form. This information should be conveyed to the respondents not only in the preliminary message about the upcoming survey, but also immediately before the survey. For example, you can put the following text in the title of the questionnaire:

• In addition, informing respondents about the purpose of the survey will help to ensure the sincerity of the answers. Before conducting the survey, it is recommended to inform that the opinion of all respondents will be taken into account, and based on the results of the survey, measures will be taken to improve the climate in the team. If respondents know that their opinion can really change the situation for the better, they will be more sincere.

In our experience, HR professionals are increasingly doing this kind of research through online surveys. They are convenient not only because automated system allows you to collect data much faster and provide a result, but also in that it will provide the necessary conditions for a successful survey. Handout paper questionnaires that are supposed to be filled out at the workplace may lead to a decrease in sincerity in the answers of respondents: being near the object of assessment, their colleague, the respondent is likely to feel discomfort and overestimate the assessment. While away from the workplace and in a less unnerving environment, the respondent will be able to answer sincerely. In addition, some employees may express concern about the deanonymization of their profiles by handwriting (and this happens :). In online surveys, the reasons for such feelings are, of course, excluded, which can also affect the increase in sincerity in the answers of respondents.

Now consider the most popular methods used to study the socio-psychological climate in the team.

Sociometric test (according to J. Moreno)

This technique is used to identify and evaluate emotional connections in a team on the basis of sympathy or antipathy for members of the team. Sociometric tests make it possible to identify informal leaders in a group, to detect existing group cohesion within the team, and to determine the degree of cohesion. Practicing psychologists and sociologists recommend conducting a sociometric test in teams where employees have experience of cooperation for at least six months, since only in this case, according to experts, the sociometric test will have an indicative result.

Respondents are asked to answer several questions regarding their relationship with other members of the team. In the field with the answer, you must enter the names of colleagues selected by the respondent according to the specified criterion. It is recommended to use no more than 8-10 criteria by which each team member will be evaluated. Criteria should be selected according to the significance of each of them for a particular team, so they can and should be modified in accordance with the conditions in which the test is conducted.

The questions in the questionnaire, compiled on the basis of a sociometric test, may look like this:

The analysis of respondents' answers is implemented as follows. To calculate the index of group cohesion, such a tool as a sociomatrix is ​​used. It is a table consisting of the names of the members of the collectives chosen by the respondents and the names of the respondents themselves.

Based on the results obtained from the matrix data, the group cohesion index is calculated using the following formula:

If Employee 1 chose Employee 2 according to the first criterion, then the number 1 is entered in the corresponding cell in the table, if Employee 3 was selected according to the second criterion, the number 2 is entered in the corresponding cell, and so on. If employees chose each other according to the same criteria, this figure must be highlighted. Further calculated total elections for each employee and the number of mutual elections.

where C is an indicator of group cohesion of team members;

K - the number of mutual choices made by members of the team;

M is the maximum number of possible choices in the group (M=n(n-1)/2, where n is the number of members in the surveyed group).

It is believed that the value of a “good” indicator of group cohesion lies in the range from 0.6 to 0.7.

Further, based on the data of the sociomatrix, a sociogram is compiled, which is 4 circles, each of which corresponds to the "rating" of the selected employees. The first circle includes "stars" - those employees who received the maximum number of votes. The second circle, which is conditionally designated as "preferred", includes those members of the team who scored more choices than the average number of choices received by one assessed employee. The third circle, "neglected", includes those employees who received fewer votes than the average number of elections received by one assessed employee. The fourth circle, the “isolated” zone, is intended for employees who have not scored a single choice. Bilateral arrows in the sociogram show mutual choice, one-sided - one-sided.

The sociogram looks like this:

The sociogram allows you to visualize the existing groupings in the team and identify informal leaders in the team.

In practice, the sociometric method is used to study the socio-psychological climate in small teams of up to 15-20 people. At the same time, it is recommended to indicate in the questionnaire how many names of colleagues the respondent can indicate in one or another variant of the answer to the question. As a rule, respondents are offered to limit themselves to 2-4 surnames. Such a restriction will simplify the task both for the respondents, who do not have to evaluate and rank all members of their team, and for the researcher, since the constructed sociogram will more clearly and clearly reflect the situation in the team.

Psychologists recommend using the sociometric method to obtain information about intragroup relationships. This will optimize the workflow and improve relations between groupings among the team. The sociometric circles displayed on the sociogram will make it possible to visually identify informal leaders in the group with organizational skills and give them appropriate tasks. This will be useful both for improving group work and for the employee-leader, who will be able to show and develop his abilities.

Methodology for assessing the psychological atmosphere in a team (according to A.F. Fidler)

This method is based on the method semantic differential. Respondents are invited to familiarize themselves with 8 pairs of words that are opposite in meaning and attribute their answer closer to the one that, in their opinion, more accurately reflects the atmosphere in the team. Typically, a Fiedler survey looks like this:

Each extreme value is assigned a number of points: the extreme negative - 10, the extreme positive - 1. Then all the indicators are added up, and based on the value of the sum, an assessment of the atmosphere in the team is given. Minimum total score- 10, which is an indicator of a positive atmosphere in the team, the maximum is 100, respectively, an indicator of a negative atmosphere. Based on all private assessments, an average is calculated, which will characterize the atmosphere in the team.

Fiedler's technique can only give descriptive characteristics of the climate in the team, its common features. For a complete and in-depth assessment of the socio-psychological climate in the team, it is recommended to combine the methodology for assessing the psychological atmosphere with a sociometric test. This will allow the researcher to give more precise and specific recommendations and advice for a particular team.

Determination of the Seashore Group Cohesion Index.

Group cohesion is one of the most important parameters, demonstrating the degree of integration of the team. It shows how cohesive or divided the group is. The “classic” Seashore method includes 5 questions, and the respondent is asked to choose one answer that is most appropriate, in his opinion. Each answer option is assigned a score from 1 to 5 (these scores are not indicated in the questionnaire itself, the respondent does not see them), then it is calculated total amount points and based on the figure obtained, a conclusion is made about the degree of team cohesion.

An example of a question from a questionnaire based on the Seashore method:

The total value obtained as a result of addition is usually interpreted as follows:

from 15.1 points - high group cohesion,

from 11.6 to 15 points - group cohesion is above average,

from 7 to 11.5 points - average group cohesion,

from 4 to 6.9 points - group cohesion is below average,

up to 4 points - low group cohesion.

If the value of the group cohesion index is 4 or below, this may serve as a signal to the management about the need to implement measures to bring the team members closer together.

Experts argue that the Sishore method is appropriate for the study of a socio-psychological team if its number does not exceed 40 people. If the organization is large, and it includes several departments, then it is recommended to use the Seashore method to determine the group cohesion index for a department or division and analyze the socio-psychological climate in this particular group.

This method has managed to establish itself as an effective tool for studying the socio-psychological climate in a team, however, for a more complete and in-depth analysis, it is recommended to use this method along with other methods. Combination various techniques will allow a deeper and more comprehensive assessment and analysis of the state of the socio-psychological climate in the team.

Periodic research of the socio-psychological climate in the team can identify problematic areas of the life of the team and take measures to improve the socio-psychological climate and, as a result, the efficiency of the work of employees of the organization.

• HR policy, Corporate culture

Psychology considers the personality from the inside and in relation to the surrounding space. The psychological climate in the team is the environment under the influence of which a person stays for a long time. The concept includes mood, attitudes, methods of interaction within the group: work colleagues, social group interests, homely atmosphere. Each micro-society influences the inner mood of the individual, shaping it psychological condition.

Each person, being in interaction with others, forms an objective and subjective reflection of the situation. The objective is the understanding of social ties: the tasks of each member, the measure of responsibility, the hierarchy. The psychological climate is a subjective assessment, which is influenced by:

• style of interaction of group members;
• attitude to the tasks set, methods for achieving goals;
• the complexity of the work performed;
• the emotional state of the participants;
• psychological compatibility of group members;
• traditions, occasions, common opinions.

Psychologists distinguish two components of the concept:

• socio-psychological climate. Interpersonal relationships at work, its complexity, the system of rewards and punishments;
• moral and psychological climate: consistency of moral norms, attitudes, unity of the group, as well as options for informal communication and relationships in the team.

The combination of points determines the overall psychological climate and its impact on group members. It is made up of subjective assessments, it can be influenced, changed, improved.

Formation of a favorable climate

Favorable moral and psychological climate - achievement of common goals. The better the relationship, the more pleasant it is to come to work every day, complete your tasks, just spend time together.

Characteristic features of the mood of the team

The socio-psychological climate depends on each member, his type of nervous system, habits, attitudes. The more people in the group who are ready to help, smiling, friendly, responsible, the more pleasant the atmosphere. A small percentage is always present, but the higher it is, the more difficult it becomes to work together.

A good relationship is also called a healthy environment. It affects:

• labor productivity;
• success in achieving common goals;
• safety;
• performance of each member of the group.

Factors that determine the socio-psychological climate of the organization

There are two groups of factors:

• personal;
• general (collective).

Personal

The degree of personal satisfaction with the position within the organization depends on the internal state of the employee. It's not just work moments.

Satisfaction with the tasks

One needs frequent change activities, complex, intense, multitasking work. Others prefer monotony, they are assiduous, they can scrupulously work out one task for a long time. The coincidence of the type of personality and the goals set for it increases the enthusiasm of the worker, improves mood. And the psychological climate depends on the internal state of its members.

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reward system for good work, as well as the adequacy of punishment for unfulfilled tasks affects the attitude of the employee to work. It is rare that someone will refuse the bonus, will not accept the gratitude of the authorities and employees for the brilliantly done work. Timely, hassle-free vacations, the ability to take days without maintenance in case of force majeure, the ability to learn new skills in courses are components of a healthy psychological climate in the team.

Comfort in the workplace

Someone prefers to always be in the spotlight, while others vitally need personal space, a separate area or office, silence. If these needs are taken into account, the employee works much more efficiently. Equipment necessary items also matters: from stationery to modern technology, special devices. Temperature, humidity, noise levels - one way or another, all this affects the mood of workers. The faster the needs associated with the workplace are satisfied, the more pleasant it is for the employee to perform his duties on a daily basis, improving the quality of the overall psychological climate.

Free time conditions

These include adherence to the schedule, the absence of extra working hours or decent overtime pay. If an employee can make plans without fear of being forced to stay late, he develops a favorable attitude towards the organization, management and colleagues. Respect for the right to personal time also plays a role in the socio-psychological climate (SPC) of the team.

Family situation

The negative not only “comes” home with a person from work, but also “does” this way in the opposite direction. An unfavorable psychological climate at home, the lack of the opportunity to relax, be with the family are factors that reduce mood and performance. The employee subconsciously transfers the blame for dissatisfaction with his personal life to colleagues and behaves towards them accordingly. The level of comfortable psychological climate in the organization is decreasing. It is difficult to influence this factor. Changes depend on the circumstances and mood of the employee. It is in the power of colleagues, bosses to support him, not to leave him alone, to be able to find Right words to motivate to work.

General

General factors that determine the psychological climate in the team are related to the working environment, ways of interaction, and the characters of the group members.

Compatibility of employees of the organization

Determined by personal relationships. The more common points contact between people involved in one thing, the more successful the result will be. Compatibility is, in other words, the similarity of views, attitudes, characters. In a large organization, it is not necessary that all employees be the same. For a healthy climate, a coincidence of manners within an office or work area is sufficient. Compatible colleagues support each other, are always ready to compromise, they can work quickly, smoothly. Goals are achieved more efficiently, the result looks better.

Harmony

Determined by relationships at the level of tasks. worked out Friendly team performs any task as a pipeline: one operation after another, in accordance with a strict order, without going beyond the deadlines. The main role here is played by the competence in business matters of all members of the group, the socio-psychological climate feels this subtly. A healthy atmosphere will only be where no one lets others down.

Cohesion

Determined by four principles:

• attitude towards the leader;
• confidence;
• recognition of personal contribution to the common cause;
• duration of collaboration.

From this point of view, the psychological climate depends on the personal qualities of each participant. The level of emotional empathy, the ability to stand up for a common cause, interest, warmth, openness. The more honest, cultured, open extroverts in the team, the more less problems with the socio-psychological climate. The predominance of envious, touchy introverts with weakened self-esteem, heightened self-esteem makes the SEC unfavorable.

The nature of communications

Group members, one way or another, have to interact verbally, that is, with the help of speech. The word is a weapon, medicine and support, but only in the hands of a skilled user. The art of owning a word can be learned on the advice of a psychologist-hypnologist Nikita Valerievich Baturin. It helps to establish relationships with others, teaches techniques for developing a harmonious personality.

basis successful communication for the concept of socio-psychological climate are:

• sociability;
• adequate appraisal;
• the ability to express one's opinion without hurting the feelings of others;
• knowledge of the basics of constructive criticism;
• the ability to feel the mood of the interlocutor.

It is not necessary that all team members have master-level communication skills. A few leaders are enough (their number depends on the size of the group). The rest is required at a minimum - to remain in contact. It happens that a quiet, modest, silent employee understands leaders so well that he performs assigned tasks better than others. By this he saves the team, becoming an integral part of it, despite external detachment.

If you need to get out of your comfort zone and learn to be more sociable to improve your psychological climate, advice can help. on this channel. Humility is not always a character trait. Often, it hides communication problems that are easy to eliminate through simple exercises and a few sessions with a hypnologist-psychologist.

Creating a favorable psychological climate in the team

The role of the moral and psychological climate in the team is invaluable. Western countries understood this more than 100 years ago, introducing recruitment techniques, developing ways to rally an already existing team. In the conditions of our country, it is difficult to achieve a healthy environment by selecting compatible employees. The group is selected solely on skills related to official duties. Rare attention is paid to psychological compatibility, temperament, character traits.

Even with this approach, it is possible to improve the psychological climate of the team. To do this, a lot of techniques, techniques, methods have been developed, aimed both at working with the group and at correcting the behavior of individual members.

Working with a group

Includes the following aspects:

• Formation of a team based on the compatibility of its members. For some organizations, it may be enough to change the places of employees in order to improve the quality of work.

Example: in a network of jewelry stores, several outlets did not fulfill the plan. The HR manager conducted an investigation, finding out that some salespeople were in a confrontation with the rest of the team. After learning the needs of each salesperson, the HR department switched employees. A month later, all points made a plan.

• Setting goals for the team. Usually this is a plan, production rate, quality improvement. common goal for group members unites, concentrates on the task, identifying those who worsen the condition

Example. The management of a small souvenir manufacturing company paid special attention to the goals and objectives. In the process of achieving it, it turned out that several positions are not involved in achieving the goal, which means they are not needed. Due to the weak involvement in the case, these employees influenced the morale of the team. The reduction led to an increase in labor productivity, an improvement in the moral and psychological climate in the team.

• Showing special attention to the convenience of workplaces. It may be in the power of management to take some measures to increase the comfort and interest of employees in activities. The psychological climate of the organization depends on the convenience of the workplace, where a person comes to work every day.

Example: in order to interest employees, the management at its own expense sent them to advanced training courses. They were so inspired by the trip and the knowledge gained that within a month they increased the productivity of the entire organization.

Individual work with team members

This stage includes the following aspects:

• determination of requirements for each employee, his scope of duties, personal goals;
• censure of colleagues who weave intrigues, spread gossip, undermining the moral and psychological climate of the organization. Encountering such a reaction, most often people of a similar warehouse refuse this behavior or quit, feeling too tight within;
• identification of adequate, positive, kind, honest employees with authority. Through them, you can influence the rest of the team to improve the psychological climate.

Well-coordinated work and a favorable moral and psychological climate in the team is an achievable task. An organization where there is no staff turnover and employees work together long years, on internal interactions looks like a family. Disagreements, misunderstandings, different points of view on solving a problem are the norm. The main thing is that this does not become the basis of the team. The more nervous situations, secrecy in the organization, the lower the level of the socio-psychological climate in the team.

If nothing is done, the confrontation of employees will lead to a decrease in working capacity, lack of goals, motivation, unwillingness to work. As practice shows, most often the most active, benevolent and successful employees leave the team in search of a more favorable atmosphere.

In order not to lose valuable personnel, management must notice problems in time and take them seriously. The socio-psychological climate is a phenomenon that can be corrected. Team-building - a term that came to us from the West, means one of effective means SPK improvements. It includes joint trainings, recreation, performances in front of the management team, and other activities.

A close-knit team, whose members are satisfied with their relationships with colleagues, working conditions, rest, experiences real pleasure from daily meetings and joint activities. Each employee is a valuable person included in the concept of the socio-psychological climate. The more attentive and adequate the management, the less problems usually happen in the field of employee relations.

Instruction

Pay special attention to the selection of personnel. Preventing conflict is easier than trying to resolve it later. Undoubtedly, professional quality are important, but character traits must also be taken into account. Even if at the interview the applicant gives the impression of an arrogant, arrogant, aggressive person, then he should be refused a job. Also, do not hire someone who openly declares that at the last place of work he constantly came into conflict with the team.

Try to provide employees comfortable conditions labor. If a person is irritated because of constant troubles at work, inconvenient vacation time, low salary, etc., he is unlikely to be inclined to communicate friendly with the rest of the team. Special attention devote to the arrangement of the workplace. The table and chair should be comfortable so that by the end of the working day, employees do not suffer from back pain. Allow staff to bring things from home that are close to their hearts and arrange their own workspaces. So the office will become the second for employees, and the team will be perceived as a family.

Set up an office kitchen and lounge where employees can socialize in an informal setting. Let the interior of these rooms be cozy and even homely, so that employees can relax and talk not like colleagues, but like friends. Chatting over coffee during your lunch break strengthens relationships and helps people bond.

Be sure to hold common events: celebrate with the team New Year, birthdays of employees and other holidays, from time to time go on hikes or picnics together. Such events should not be turned into boring meetings that it is forbidden not to attend. Let the holidays be fun, and employees visit them with pleasure and of their own free will, and not by order. Design a booth and hang on it the names of employees who will have a birthday in a few days. Colleagues will be able to see this information, prepare gifts and congratulations, which will also help improve the psychological climate in collective.

Work is not only a place where you can get money, but also a certain team. At the same time, the employee is obliged to become part of this team every day. Scientists have long found out that a friendly atmosphere improves both the mood of workers and their productivity.

You will need

• Event manager services, calendar

Instruction

Give employees more control over themselves and environment. A person feels happier and more confident when you understand that something depends on him. For example, many companies have a clear list of things that can be present in the workplace and that will have to be abandoned. Such an approach to business deprives the employee of the opportunity to form his own workspace. This can significantly lower his mood, make him more irritable, and, consequently, lead to conflicts within the team.

Encourage employees to communicate with each other. Some employers believe that communication in working time negatively affects the performance of employees. However, the lack of communication oppresses employees, they are interested in their activities and ultimately leads to disunity of the team. If you want to improve the psychological climate in the office, then in every possible way encourage communication between employees. Arrange desktops so that people can see each other. Set up a place to share meals. Create a friendly atmosphere.

Pay attention to whether they are well lit. The effect of bright lighting on human performance has been proven American psychologists back in the 50s. The benefit from the saved electricity will not cover the losses from the decrease in the efficiency of employees.

Visualize how much square meters per employee's workplace. Psychologists distinguish four zones of a person's personal space: intimate, personal, social and public zones. For successful work a person needs his colleagues to be in the social zone of his personal space, i.e. at a distance of approximately 1.5 m from it. If this condition is not met, and others constantly invade the personal zone, the person is irritated, not collected, distracted and constantly distracted.

It would also be nice to measure the temperature in the room. Low temperatures reduce the activity and performance of people.

Most troubled teams have one or more people creating an unhealthy work environment. These are gossips, intriguers, brawlers and simply mentally unstable employees. The task is to identify them, and your task is to take appropriate disciplinary action.

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Tip 5: Lighting in the kitchen: how to do it yourself

Today it is very fashionable and convenient to make kitchen lighting not only on the ceiling. Now, using LED lighting, which not only looks beautiful, but also saves money, you can highlight any area of ​​the room. Using LEDs, you can not only illuminate, but also visually expand the kitchen space, which is especially necessary in small apartments. It should be noted that thanks to the decorative function, hidden lighting does not lose popularity.

LED strip lighting

Particularly popular in recent times have become LEDs thanks to their soft light, which helps to create a pleasant atmosphere full of coziness. Installation of LED strip is a simple and not very time-consuming process. Therefore, LED strips are increasingly used for decorating various premises.

So, the backlight from the LED strip is a flexible board on which the LED elements are placed. Led tape is convenient to illuminate not only furniture, but also the work wall. Another advantage of LEDs is the different colors that allow you to create the right atmosphere for any style.

So for a wooden kitchen, warm-colored LEDs are well suited: yellow or orange, but if you have a high-tech kitchen, then in this case it would be right to use silver or blue LEDs. A dining area illuminated with a multi-color LED strip will look more cozy and easy to relax. Of all the variety of LEDs, it is best to choose a tape with silicone insulation, which will save the wiring if your neighbors flood you.

Another competitive advantage of LEDs is that they can be installed in the most inaccessible places and where it is simply impossible to install other light sources. The countertop with Led- looks especially creative and fashionable in the kitchen. LEDs can also illuminate the whole to refresh and enliven a familiar interior.

When buying an LED strip, do not forget about the power supply. And for a multi-color ribbon, you will also need to purchase a controller. Before starting installation, experts recommend drawing up a lighting plan and carefully reading the instructions that come with any LED kit. For the convenience of attaching the tape, one of its sides is equipped with an adhesive base. But before you remove the protective film and stick the LED strip in the right place, do not forget to treat the surface of the furniture with an alcohol solution. If for some reason the tape does not fall off, it can be glued to the surface with glue.

It is also necessary to prepare the tape itself by connecting it with a wire to a toggle switch and a power supply, following the instructions from the instructions. At the same time, make sure that the wires are connected correctly and safely. Remember that you can only bend the LED strip at an angle equal to two centimeters in diameter. Thanks to the adhesive base of the LED strip, furniture, whether it be a cabinet, shelves or niches, can be illuminated and. It will look very nice if you highlight the glass surface for dishes.

Please note: the length of the LED strip should not be too long. Otherwise, due to the fact that at the beginning of the circuit there is a stronger voltage, the lamps closest to the power source will quickly burn out.

Kitchen lighting with hidden lighting

If for your family the kitchen is a favorite place for "evening gatherings", then you should take care of high-quality lighting. To choose the best option backlight, you need to determine exactly in which area the light should be bright, and where a more subdued lighting option is possible.

The choice of lamp lighting for the kitchen is quite wide: pendant and surface, single-lamp and multi-lamp, diffused light lamp and energy-saving light sources. As an addition, you can make decorative lighting for the entire ceiling or individual zones. Thanks to specially designed lamps, today it is possible to make even corner light. Such a simple and harmonious design, however, looks quite original and is suitable for most interiors.

When installing kitchen lighting, it is very convenient to use plasterboard ceiling structures that help hide all the wires and give appearance premises "zest". Ceiling lighting should be installed carefully, following some rules. When pulling wires, be sure to use special non-flammable and sealed sleeves. Don't forget to use soldered boxes for wire connections. Choose the right wire based on the total load of all light sources.

In order to have a more aesthetic appearance, experts recommend hiding the visible parts of light sources and placing them from inside special drywall niches. When installing a drywall box, make sure that each corner does not have joints. Please note that the lamps inside the box should not be attached too far apart, otherwise they will give a weak light source and thereby spoil appearance the entire room, making it dim. If you are not an electrician, then you should not carry out self-installation of hidden lighting. Unlike the installation of LED strips, hidden lighting requires some professional knowledge and skills.

Note that properly positioned recessed lights should illuminate at least half of the reflective surface.

Thanks to the right lighting, you can solve many design problems: hide a ceiling that is too high, visually expand a small kitchen, or give a missing zest to a too “boring” room. Modern technologies allow you to choose and independently install both spot and uniform lighting for every taste and for any room.

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Tip 6: How Circumstances Can Reveal a Person's Character

Strong emotions bring to the fore the most hidden character traits. In an extreme situation, a quiet person can behave like a hero, and a favorite of the public can hide in a corner from fear.

Instruction

The human psyche is practically not studied. Scientists can talk about basic reflexes, but that's all. The psychological component is still practically not available for study. For example, psychotherapists still find it difficult to say exactly why a person's character changes so much in extreme situations.

Only a change of circumstances will really help to know a person. It is under stress that true character emerges. Therefore, one can never say that a person is a coward, or, conversely, a daredevil, before seeing his behavior in an extreme situation.

It is also impossible to fully know your character. You can be convinced that you will never enter the water until you rush to save a drowning child. Or you will be sure that you are able to get along with anyone, until a loudly snoring friend who scatters his socks anywhere does not sit in your room. Then you will understand that your normal behavior rather superficially, but in fact, in your soul you are a completely different person.

Usually people who find themselves in difficult circumstances never become the same. They understand that the way they behaved before, and what they considered their character, is superficial. They acted on the basis of the ideas of others about themselves, and tried to meet the requirements of relatives and friends. But only extreme situation was able to pull out a real character, a person found out what he was really capable of. And he no longer wants to act on orders. He corrects further behavior based only on his own ideas about how to behave and how not to behave.

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Useful advice

Don't have to wait critical situation to understand their true nature. The change of circumstances works great. Go on a trip alone, sign up for a squad of search engines, etc. Where responsibility and dedication are required, the real qualities of the psyche appear sooner.

“Happiness is not in money”, “To live not with wealth, but with a person”. These proverbs describe well family life. Of course, material well-being very important, but still, the moral factor should come first, because even a wealthy family cannot be considered happy if there is no love, understanding, warmth in it. How to improve the moral climate in the family?

Instruction

Alas, often spouses, even loving friend friend, cannot find a common language, resort to reproaches, scandals. As a result, the case may go to divorce. Don't try to change your partner! Try to see in it advantages, not disadvantages.

In the pre-wedding period of courtship, future spouses look at each other through rose-colored glasses. This is understandable and natural. They either do not notice the shortcomings of the future life partner, or treat them condescendingly: they say, after the wedding we will re-educate! When family everyday life begins, it gradually dawns on the young spouses that the partner is not at all a sinless angel, and all attempts at re-education cause the opposite effect. And some young couples break up without even having lived together for a year.

Remember that you are married to an adult mature person who has his own tastes, habits, views. He is not a small child to be re-educated. Do not impose your own tastes and habits on him. Try to be more tolerant of his shortcomings, to see the advantages first. Avoid conflict situations always look for a reasonable compromise. Compliance with such simple rules will immediately improve the moral climate in the family.

More kind words, praises, less reproaches and claims. "A kind word and a cat is pleased." Many have probably heard this phrase, but far from it. good words communicating with the people closest to you. But in vain! After all, a dissatisfied, irritable tone, reproaches and claims (even fair ones) in 99% of people cause an instinctive response. Even if a person himself understands that he is guilty, he did not act in the best way, he will look for excuses for himself or come up with counter reproaches and accusations. It will only hurt the moral climate in the family.

Try to praise your partner more often, give him compliments (for sure there is something for that). Emphasize that you appreciate his care for the family, his help around the house. And if you have justified claims, express them tactfully, without resorting to an accusatory tone, especially insults.

Don't let life get stuck. Often the moral climate in families deteriorates due to monotony, boredom, when life is limited to the boundaries of the house. Even if you love your family nest very much, do not sit forever in four walls. Visit museums, concerts, exhibitions, go on tourist trips if possible. New impressions will only benefit the family.

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A job is more than just a position and salary. It is also relationships with colleagues, which, unfortunately, not everyone develops successfully. If you want to achieve the location of the team to yourself, you must adhere to a few elementary rules.