We create a favorable socio-psychological climate in the team

• Psychological climate in the team. Basic Concepts
• Factors influencing the psychological climate in a team
• Social tension in the organization. Strategies to reduce
• How to improve the psychological climate in a team

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

Positive sentiment among employees always has a positive impact on the work process and productivity.

Large companies successfully apply the principle of working with employees not only to improve their skills, but also to normalize the psychological climate in the team. Unfortunately, many medium and small companies do not pay attention to this problem, which becomes the cause of many difficulties.

What it is

The term “psychological climate” was first uttered by N. S. Mansurov in the context of studying a production team. A little later, psychologists began to distinguish between socio-psychological and moral-psychological climate. Psychological climate is a broad concept, the rest are included in it.

Psychological climate is the nature of emotions that arise in relationships between people, based on their sympathies, coincidence of interests, characters and inclinations. The psychological climate includes 3 areas:

• Social climate – awareness of goals and objectives by all participants, respect for rights and responsibilities.
• Moral climate - values ​​​​accepted in the group. Their unity, acceptance, consistency.
• The actual psychological climate is informal relationships in the team.

There are 4 approaches to studying the psychological climate in a team:

1. Climate is a collective consciousness. Awareness by each member of society of relationships in the team, working conditions, methods of stimulating it.
2. Climate is the mood of the team. That is, the leading role is given not to consciousness, but to emotions.
3. Climate is the style of interaction between people that influences their condition.
4. Climate is an indicator of the compatibility of the group, the moral and psychological unity of its participants. The presence of common opinions, traditions and customs.

The peculiarity of the psychological climate as a phenomenon is that it is created by the person himself, he is able to influence the climate, improve and change.

Leadership practices influencing IPC

The moral and psychological climate at the enterprise largely depends on the management style exercised by management. Only 3 types of management style have been identified that have a strong influence on the IPC:

1. Authoritarian (dictatorial). Establishment by the manager of strict control over the performance by employees of their official duties, introduction of a system of fines and reprimands. No one is interested in the opinions of employees and the difficulties they encounter during their work activities.
2. Collective. The leader is open to two-way communication and does not make important decisions without raising the controversial issue for general discussion. Control over the performance of work and the results obtained is carried out mainly by the employees themselves with minimal intervention from superiors.
3. Liberal-anarchist. Otherwise, this management style can be called “who knows what” - employees do not adhere to any protocols when doing their work, they do only what they consider necessary, without fear of punishment. At the same time, the team constantly feels the inferiority of management and loss of spirit.

Of the listed types of management, the preferred type is the collective type of intra-group relations, which is moderately democratic and adequate to the current situation in the economy.

Favorable and unfavorable climate

The psychological climate can be favorable or unfavorable. The first is characterized by:

• friendly attitude of participants towards each other;
• camaraderie;
• adequate mutual exactingness, which determines creative and effective activity;
• mutual assistance;
• joy from communication and openness of communications;
• safety and comfort;
• optimism;
• self-confidence and team confidence;
• the opportunity to think freely and creatively, to discover and realize one’s own potential.

But it is worth noting that a combination of mutual demands and mutual assistance is mandatory. Mutual assistance alone will turn into permissiveness, a “brotherly” attitude, which over time will create an unfavorable climate.

An unfavorable or unhealthy climate includes the opposite characteristics:

• pessimism;
• mistrust and disrespect;
• coldness and secrecy in relationships;
• inhibition of personal potential;
• irritability;
• tension and conflict;
• uncertainty;
• misunderstanding;
• fear of error, punishment and rejection;
• suspicion.

It has been noted that a healthy climate increases productivity and labor efficiency. Unfavorable climate causes frequent incidents of safety violations and reduces productivity by 20%.

A healthy climate satisfies the needs of its members and does not conflict with social norms and values. For example, in a criminal group there may be a unity of opinions, views and beliefs, but for society the activities of its members are harmful, in fact, as in the end for the participants themselves (they just don’t know it).

Climate levels

Climate has two levels: static and dynamic.

Static

This is a stable attitude of employees towards work, constant interpersonal relationships. The climate is stable and tolerates external influences well. It is not easy to create a climate at this level, but then it is easy to maintain. Team members feel this stability, which makes them more confident in their own position. Climate correction is practically not required, control is occasional. This level is also called the socio-psychological climate.

Dynamic

This is the changing nature of the team. The climate changes daily due to the changing moods of its participants. This level is also called the psychological atmosphere. It changes faster and is less felt by the participants. As changes accumulate, it can create an unhealthy climate in the team.

Climate diagnostics

The socio-psychological climate in a team is an indicator of the level of development of the team. Therefore, it is important to regularly carry out diagnostics and monitor dynamics, to identify the properties that hold the team together or destroy it. For this purpose, the method of assessing the level of psychological climate of A. N. Lutoshkin’s team is suitable.

The subject is asked to answer 13 statements regarding the team in which he is located. The score can be from -3 to 3.

Answer form

22 points and more – highly favorable climate.

8-22 points – moderately favorable climate.

0-8 points – low favorable climate.

From 0 to -8 – initial unfavorability.

From -8 to -10 – moderately unfavorable climate.

From -10 and more – pronounced unfavorability, unhealthy climate.

Each team member takes the questionnaire. When summing up, all points are summed up and divided by the number of people surveyed. The final number is the overall score of the team. You can also calculate an overall score for individual criteria.

We create a favorable socio-psychological climate in the team

It is difficult to find a person who, at least once in his life, has not found himself in a situation where everything falls out of hand and the work does not go well. Fatigue, chronic reluctance to go to work and careless performance of official duties are just the tip of the iceberg, whose name is “an unfavorable socio-psychological microclimate in the team.”

A team starts with a leader

To avoid the worst, issues of optimizing the microclimate in a team must be resolved at the stage of creating a business. The owner must decide what kind of company he wants to see. It sets the tone for the entire business, and then it is transmitted by top managers to various levels of the service hierarchy. The staff is selected according to the owner's expectations. There are no uniquely good or bad employers and employees, they just sometimes don’t suit each other. That is why it is important to pay close attention to personnel selection.

You should not focus only on the professional characteristics of the future employee. An unfavorable socio-psychological microclimate in the team, caused by the inappropriate behavior of such a specialist, can negate the efforts of other employees and have a negative impact on the reputation of the company. In the end, you will lose - a bad microclimate cannot but affect the results of your work.

When selecting personnel, it is important to evaluate each applicant in the context of future relationships in the team. Figuratively speaking, before hiring an employee, try on a model of corporate behavior to see if this is his element. In addition, try to predict what place the applicant for the position will take in the team. Will he be a leader or a performer? A generator of new ideas or a defender of dogmas and traditions? It is impossible to form a full-fledged team only from leaders, so make sure that all social roles are represented in it - the driver, the generator of ideas, the systematizer, the harmonizer, etc.

A true leader is always a pragmatist. He may become the most influential member of the group with enormous authority. He represents the power center of the entire team, since only the leader is able to skillfully coordinate the movement of the group in the communicative space. Restraint, the ability to persuade through the power of authority and logic are the characteristics of a true leader. It’s very simple to check its “authenticity”: leave the team without it for a few days. If it works as usual, without rush jobs and many unresolved issues, you can be sure that the team is managed by a leader. It was he who managed to organize the work so that if something happened, it would be carried out “on autopilot.”

Correctly distribute roles

To create an optimal socio-psychological climate in a team, it is important to find people who could fulfill the roles of informal leaders of the first and second echelon. Among the former, the central figure is the engine of the team. Such a person must be very efficient and resilient. The “engine” cannot help but work, and cannot tolerate laziness or a frivolous attitude towards work. All employees should follow his example, since this person’s efforts are aimed at maintaining the working rhythm in the team. The absence of such a person greatly affects the pace of business development, and his uncontrolled activities can affect the style of doing business, making it spontaneous and chaotic. So, you need to know moderation in everything.

The most important unit is the generator of new ideas - a person in constant intellectual search. His brain is configured in such a way as to absorb information from different areas of knowledge, transforming it further into his own system of seeing the world. An idea generator tends to think outside the box and see fundamentally new ideas and solutions. As a rule, in organizations with a vacant “generator” position, there are always problems with the strategy for further development - it is either completely absent or very primitive. Working with people who can generate new ideas is not easy. Basically, these are problematic employees who find it difficult to comply with the rules of internal labor regulations, corporate culture and the service hierarchy in general, but remember: without generators of new ideas, the successful development of any business becomes impossible.

Now let's talk about the second echelon of leaders. These include systematizer and harmonizer. A systematizer can be a balanced person, phlegmatic by temperament, least dependent on subjective assessments. The main criterion by which he evaluates people is how much they comply with the rules of the team as a system. Is everything in its place? Are everyone fulfilling their roles? A systematizer must be able to evaluate the various positions of team members and draw the most correct conclusions.

A team where there are never disputes or conflicts is a utopia. This does not happen: as you know, development occurs through the struggle of opposites. The harmonizer is called upon to optimize interpersonal relationships and neutralize conflict situations. He is responsible for peace and tranquility in the team. This is a non-aggressive, calm person, capable of sympathy and understanding. The harmonizer is not very active, he skillfully hides his own experiences and emotions, but people are drawn to him, because he knows how to understand and forgive. This social role is designed to “glue” the team together and make the working atmosphere cozy.

Another important member of each team is the so-called reflector. The main purpose of this social role is to demonstrate the dynamics of change in the team. The reflector responds quickly to both positive and negative changes.

The correct distribution of social roles in a team is the key to stable development and functioning of a business. The team must work like clockwork. In addition, he must independently initiate the necessary transformations, displacing unnecessary people and thereby normalizing the optimal atmosphere for work.

Performance without script

It is clear that it is better to prevent a disease than to treat it. However, we cannot always start from scratch, especially when it comes to business. Most come to leadership positions in established teams with their own rules, the slightest attempts to break which cause aggression.

It is especially difficult for top managers of various companies. Imagine a situation where the owner of such a company, being engaged in different types of business at the same time, does not have time to pay due attention to the main area of ​​activity. At the same time, he does not want to give up potentially profitable activities. Note that the main goal of the owner is to make a profit, and he does not care how this will be accomplished. The owner does not see the company’s mission, its goals and further development strategy. He entrusts all this to the hired manager, leaving the right to select personnel to himself. As a result, a team of “stars” is formed - professionals with extraordinary ambitions and leadership qualities. But despite this, the company is barely staying afloat. Can she be saved? Of course, we need to start with the owner. As noted above, without his vision of business opportunities and prospects it is impossible to develop. Staff can do a great job, they just need to be told what exactly is required of them, in what direction to move and what is worth achieving. Next is a matter of technology.

The work of a company with a disturbed microclimate will be ineffective - which means that you first need to diagnose the problems and determine their location. Any stardom corrupts. That is why it is better to get rid of people who have this disease, even if they are good specialists. You should not hope for the possibility of re-educating problematic team members. Any attempts to change established social roles are doomed to failure. So, the number one rule for normalizing the microclimate in the team is to oust workers who interfere with normal work.

An important stage in optimizing the microclimate is the competent distribution of social roles in the group. This process can be quite lengthy, because the struggle for leadership is quite normal. Companies should not try to neutralize healthy competition, it is useful. True, it is better when project managers compete, trying to achieve the best result. The atmosphere between performers should be as favorable as possible, because it is during the execution of an important task that people become a team.

The second rule for creating a favorable microclimate is to simultaneously stimulate healthy competition and teamwork in the team. The adequate organization of the service hierarchy should not be neglected. The entire team should be divided into groups - departments, divisions, sectors, etc. Only under such conditions can large numbers of people be effectively managed. Sociologists assure: a team functions fully if it consists of 7-8 people. An increase in the number of group members leads to the emergence of a new leader or a redistribution of established social roles. That is why you should not “inflate” the staff of departments; it is better to organize new divisions.

Needless to say, the authority of, say, the head of a department is, as a rule, greater than the authority of the sector leader, i.e. The more significant the organizational and structural unit, the stronger its leader should be.

The third rule of a good microclimate is the competent organization of the service hierarchy in the company. To make working in a team comfortable, you need to make the staff motivation system as transparent as possible. In addition, in order to avoid possible conflicts, it is very important to clearly define the job responsibilities of each employee. You should not get carried away by the notorious “nepotism” when relatives and friends are appointed to responsible positions. Even if such employees conscientiously perform their duties in the team, there will always be a negative attitude towards them. Moreover, complicating your business with such things is a thankless and risky task. There is no place for emotions in the business world. It is no coincidence that pro-Western companies strictly prohibit close relatives from working in the same company.

A favorable microclimate, as a rule, can be observed in those companies where the personal interests of each team member are identified with the priorities of the organization. How to do it? Very simple. First, people who are committed to the interests of the company should be appointed to key positions. Finding such an employee is very difficult. As a rule, they are brought up in company. If such specialists are in responsible positions, you can move forward with confidence.

Secondly, it is very important that team members are satisfied with their stay in the company. This need can be satisfied by establishing adequate wages, a good social package, and normal working conditions. Stability is important for every employee; he must be confident in his future. Despite this, it is necessary to provide opportunities for career growth in the company. The main criterion for appointment to responsible positions should be professionalism.

The normalization of the microclimate in the team is facilitated by the strict observance of its obligations by its members. Management is strictly prohibited from making promises and not keeping them.

The microclimate cannot be favorable if official communication is overloaded with pressure. It is important to teach team members to listen to each other. A favorable atmosphere reigns where everyone can express their own position. The deterioration of the microclimate in the team can cause a lack of information. Finding themselves in an information vacuum, people begin to invent things that do not really exist. This is how gossip, gossip, and unnecessary conversations appear. You can avoid such troubles with the help of a corporate website, where the necessary information will be posted in a timely manner. This issue is especially relevant for large corporations.

In general, the microclimate can be optimized by reorganizing the team, redistributing job responsibilities, or hiring new employees. There is no universal solution to issues related to personnel policy. The skill of a leader is to find the optimal solution in a specific situation.

Training to help you

HR managers advise starting work with problem teams through special training. Team building trainings are especially effective, with the help of which the team becomes united.

The simplest trainings should be regularly carried out in-house. Moreover, they are very interesting and are usually received with a bang. Thus, a simple game helps mutual understanding between team members: let each worker, using only adjectives, try to explain the word without naming it. And at corporate parties, try to conduct an unobtrusive experiment. Select several participants in the “competition” and set each one the task of singing one verse of a famous song as best they can. Everyone has different songs. Despite its simplicity, such a game makes it possible to clearly demonstrate what your team is like. If everyone tries to outshout the other, the team lacks cohesion, and the leadership position is very weak. The clear dominance of one of the competition participants will allow you to see a potential leader.

You can solve serious problems in a team with the help of on-site training. As a rule, the manager organizes them by attracting external consultants. Such trainings are conducted outdoors outside the office. This can be either a sports competition, where the overall result depends on the efforts of everyone, or a real adventure game. The main goal of such events is to create a team from a dispersed team and optimize internal corporate relationships. As a rule, the latter improve after such trips - the informal atmosphere does its job.

True, we often hear complaints from managers that we spend a lot of money on all kinds of training, but the results last no more than a few months or are absent altogether. This situation can be explained by at least two reasons. Thus, improper organization of training makes it absolutely ineffective, since only professionals should be involved in the matter. In addition, very often managers, trying to improve relationships between team members, leave the previous management style. Of course, under such conditions any efforts will be nullified. So, top managers must take part in trainings. Meetings with management to find out the reasons for failures are a thing of the past. Modern managers make every effort to see what has been done to avoid problems. A collegial search for the right solutions only strengthens the corporate spirit, while finding out the reasons for failures and identifying those responsible has a negative impact on the corporate microclimate.

What kind of team do you have?

Socioanalysis identifies four main types of teams - work and research teams, warm companies, educational teams. Each of them has its own specifics.

Work teams are a collection of people aimed at achieving a goal. Such a team is characterized by constant work tension - the workers do not have a single free minute, the nature of communication reigns, but it can develop into a friendly one if the workers have the same goals. Basically, pragmatists prone to workaholism survive in such social groups. If your company often works in emergency mode, try to build a working team, since it is capable of getting out of a difficult situation with honor.

When the business system is established and the company’s services are in demand by the market, the development of the research team can be stimulated. Such a team is cemented not by the material-command factor, but by the cognitive-intellectual factor. People who feel comfortable here are those who are inclined to search for new things, who are not too pragmatic, and who are ready to take risks and experiments. These types of groups are suitable for creative analysis of situations. A research team can make a business innovative and successful.

Teams like “warm companies” can be effective at the initial stage of business development, when it is extremely important to find as many useful contacts as possible. Over time, such a social group becomes impossible to manage. Basically, members of such a team oppose the service hierarchy and reasonable centralization.

Educational teams meet in companies whose priority task is to educate potential leaders. Such organizations recruit mainly graduates of higher educational institutions. Work experience doesn't matter. The important thing here is the person’s psychotype - he must be loyal to the company under any conditions. In educational teams, any attempts to climb the career ladder or pass on their experience to younger members of the team are encouraged.

To summarize, I would like to say that there is no template by which you can create an ideal team. In this case, a number of factors should be taken into account - the specifics of the activity, the age of the employees, the company’s position in the market, its prospects, etc. The more factors are taken into account, the more successfully you will cope with the task.

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Signs characterizing climate

Externally, you can judge the climate of a team by the following signs (useful for those applying for a job):

• staff turnover;
• product quality;
• level of discipline;
• claims and complaints, negative feedback from employees;
• frequent breaks from work;
• negligence and carelessness.

The better these indicators, the more favorable the climate. Signs of a favorable climate also include:

• trust and high demands in relationships;
• kind and constructive criticism;
• freedom of speech and opinion;
• providing initiative to employees, lack of managerial pressure;
• awareness of participants in team issues;
• satisfaction from belonging to this group;
• mutual assistance and highly developed empathy;
• responsibility for yourself and the entire team.

The purpose of the NSDAP policy

Speaking to representatives of the Wehrmacht High Command on February 3, 1933, Hitler spoke as follows: .... the most important prerequisite for achieving the goal is the revival of political power (German pol. Macht), for which all the resources at the state’s disposal must be mobilized.
1.Inside the state: Complete abandonment of previous internal policies. Intolerance of any attempts to distract from this task).

Whoever does not submit to this must be forced to comply. Uprooting Marxism from the roots. The conviction of young people and the people as a whole is that only struggle can save us, and that there is no return to the past. Raising youth in a military spirit by any means necessary. Introduction of the death penalty against all traitors to the people and the state. Strict authoritarian governance of the country. Elimination of any metastases of democracy.

2. Outside the state: Resistance to the dictates of Versailles. Winning equal rights on the basis of the Geneva Agreements, which will be useless if the people do not have the will to armed struggle. Taking care of allies.

3. On the farm: Caring for the rural population. Simply increasing exports is futile because purchasing power in the global economy is limited and there is overproduction of agricultural products. The only way out of the current situation with unemployment lies in the policy of developing new territories. However, this is a long process and quick results cannot be expected in the near future, because the German people have too little living space.

4. Revival of the Wehrmacht. This is the most important prerequisite for successfully achieving the goal. Introduction of universal conscription. At the same time, state authorities must vigilantly ensure that the army is not affected by pacifism, communism or Bolshevism, or at least that these ideas do not in any way affect the performance of military duty.

What affects climate

The climate is influenced by a number of factors:

1. Type of organization, team. Open or closed, private or public, scientific or industrial organization. Family, class, criminal group, charitable association.
2. The image and standard of living of the team members.
3. Micro (everyday for a particular person) and macro (city, country, culture of society) conditions: normal, complicated, extreme.
4. Rational organization of work, compliance with the regime and rights, taking into account the capabilities and characteristics of each team member.
5. Team structure.
6. Informal leaders or groups in a team.
7. Leadership style and features. A favorable climate requires attention from the manager not only to production issues, but also to the personal problems of team members. That is, the democratic style.
8. Individual psychological and personal characteristics of team members. Personal opinion, mood and behavior of a person contribute to the overall climate. This is based on passing external factors and events through the prism of one’s own character and personality.
9. The combination of the characteristics of all participants forms a new collective quality - the psyche of the collective. Therefore, the psychological compatibility of the participants, primarily in terms of temperament, plays a big role. Psychologically, people must be compatible in terms of psychomotor reactions, emotional and volitional manifestations, the work of thinking and attention, and character. Incompatibility causes antipathy, hostility, and conflicts.
10. Self-assessment of each participant. His self-awareness and the correspondence of claims and achievements.

The leader has a great influence on climate formation. You should pay attention to his personal qualities, attitude towards other participants, authority, leadership style. A positive climate is created by a leader who:

• principled;
• responsible;
• active;
• disciplined;
• kind, responsive and sociable;
• has organizational skills.

Rudeness, selfishness, inconsistency, disrespect, and careerism have a negative impact on the health of the climate.

The conditions that dictate the climate also depend on the leader. Necessary:

• be friendly and respectful in relationships;
• provide employees with the opportunity to choose their own area of ​​activity;
• notice and celebrate the activity and creativity of employees;
• promote employee interest in self-development;
• motivate employees for career advancement with the aim of not only material gain, but also to gain prestige and recognition from the team;
• be a good qualified leader and a kind mentor.

What a leader can do for a favorable climate:

1. It is justified from a psychological standpoint to select personnel.
2. Organize regular training and certification.
3. Study and practice the theory of psychological compatibility, that is, have a good understanding of people.
4. Contribute through practical activities (through organizing events) to the development of interaction and relationship skills.

Moral and psychological atmosphere in society

Stereotypes of behavior of a loyal burgher in the Third Reich included traits characteristic of the inhabitants of Germany, inherited by them from their predecessors in past years, as well as newly acquired during the years of Nazism. The first of these include German accuracy and pedantry in performing any work, hard work, as well as discipline, which manifests itself in unquestioning submission to the newly emerged authority, which they show with the same zeal as for the departed authority.

5 pages, 2454 words

Development of everyday activities in preschool age (from birth to 7 years)

Everyday human activity consists of everyday processes. The characteristics of the latter are their repeatability at certain intervals, alternation and systematicity. Household activities arise initially on the basis of satisfying the baby’s biological needs for food and rest. Subsequently, human biological needs are transformed into social ones. (This happens in...

Everyday anti-Semitism was also a very common feature. Among the masses, there was also a long-standing antipathy towards France, which, during the years of the fragmentation of Germany, often took advantage of this and carried out aggression, often accompanied by actions offensive to national pride (the wars of Louis XIV and Napoleon). Newly acquired features include the remaining in the memory of the generation that lived to see the years of Nazism is the shame of the capitulation in 1918 and, especially, the predatory conditions of the Treaty of Versailles, aggravated by the global crisis of the 20s. Against this background, the successes of the Hitler administration, which managed to significantly reduce unemployment and implement some social projects, success in achieving which were noted not only within the borders of the Reich, but also abroad. At the same time, trade unions were banned and replaced by other corporate structures, freedom of speech was eliminated and the system of representation of the masses in government was practically abolished. A significant part of the intelligentsia either fled abroad or ended up in concentration camps, which significantly lowered the cultural level of the population

The general atmosphere in the state is characterized by a mixture of exalted admiration for Hitler and brutal repression by party structures. Ambassador of France André François-Poncet

) described the situation during the days of the party congresses in Nuremberg

What could be seen cannot be described in words. The city was completely immersed in an atmosphere of general enthusiasm. Hundreds of thousands of men and women were seized by romantic excitement, in a state of mystical ecstasy, a kind of general mania of slaves. For seven days, Nuremberg was a city in which feelings of detached happiness and joy reigned.

With such sentiments, the German man in the street approached the beginning of the war, and these sentiments reached their apogee by the summer of 1940. Then, as they received bad news carefully hidden by propaganda, the mood began to change, which became especially noticeable after the disaster at Stalingrad. Some began to seriously think about the harmfulness of the current policy. At that time, a mocking paraphrase of the words of the national anthem by Horst Wessel appeared: “Higher your nose, close your eyes tightly” (German: “ Die Nase hoch, die Augen fest gaschlossen”

).

14 pp., 6597 words

Information confrontation in conflict. Psychological warfare

Non-state educational institution of higher professional education St. Petersburg Humanitarian University of Trade Unions Faculty of Conflictology Department of Conflictology Coursework in the discipline “History of Conflictology” on the topic: Information confrontation in conflict. Psychological wars Completed by: 1st year student, 5th group, Rudko Alexandra Vadimovna Scientific...

And also ironic: “Enjoy the war, the world will be terrible” (German: “Geniest den Krieg, der Friede wird fürchterlich”

)[24] After the entry of the Red Army into German territory, the mood in German society, especially in the territories occupied by Soviet troops, changed noticeably, since

The preaching of hatred of Ilya Ehrenburg, which had already borne fruit in the East, the Morgenthau plan, that is, the plan for the supposed territorial “castration” of Germany, and the demand for unconditional surrender... gave the resistance a very sharp and fierce character... The vast majority of Germans saw no other way out for themselves but to fight . Even obvious opponents of the Nazi regime were now becoming desperate defenders of their homeland. Modern estimates

In 2007, the sociological service Forsa, commissioned by Stern magazine, conducted a survey among Germans whether National Socialism had positive aspects, such as the construction of autobahns, the elimination of unemployment, low crime or the cult of family[26]. Of those surveyed, 70% answered negatively and 25% positively. [ source not specified 484 days

]

Creating a favorable climate

A favorable climate is formed where participants clearly see the goals of the team, clearly understand and accept them. At the same time, they have a flexible system of means and ways to achieve them.

The higher the level of development of the team, the more favorable the climate. However, even at a low level of development, a favorable climate can be created.

It is important to maintain the unity of motives, interests, beliefs, ideals, attitudes, needs of the participants and correctly combine their individual characteristics.

A favorable psychological climate cannot arise by itself. This is the product of the coordinated and hard work of the entire team, and the competent organizational activities of the leader.

Purposeful work must be carried out to create a favorable climate. This is a responsible and creative undertaking that requires knowledge of human psychology, the ability to predict likely situations in relationships, and understand emotions and their regulation.

Creating climate begins with changes in each individual person. In order for interpersonal relationships to develop favorably, you need to:

• work on your own negative character traits;
• to form positive moral qualities (respect for people, recognition of their dignity and honor, attention, recognition of the beliefs and interests of other people, trust, observance of politeness and rules of behavior, objective assessment and self-esteem, tact);
• use polite words and phrases, observe etiquette;
• master methods of emotional and mental self-regulation (necessary for the prevention and elimination of irritation, resentment, burnout, nervousness, anger, fatigue, agitation, apathy);
• know strategies for behavior in conflict situations and be able to resolve them competently;
• avoid maximalism in judgment and behavior, egocentrism, labeling, categoricalness, inflated expectations and ideas.

Each member of the team should be valuable, unique and positive in their own way, and in a group setting they should complement each other, not interfere or overshadow each other.

Satisfaction as a criterion

The basis for climate assessment is people’s satisfaction/dissatisfaction with relationships in the team and the activity itself. However, you need to understand that satisfaction can be subjective and objective.

It often happens that one person is completely satisfied with the team, while another is not at all satisfied with the working conditions. This is subjectivity in assessment. Differences in experience, conditions and quality of life, interests, character of people and other individual characteristics contribute. The principle of subjective satisfaction is the relationship between the parameters “I give” and “I receive”.

Dissatisfaction with delayed wages, regular punishments, non-compliance with labor standards, violation of rights is an objective indicator.