Psychology considers personality from the inside and in relation to the surrounding space. The psychological climate in a team is an environment under the influence of which a person remains for a long time. The concept includes mood, attitudes, methods of interaction within the group: work colleagues, social group of interests, home atmosphere. Each microsociety influences the internal mood of the individual, shaping his psychological state.
What is psychological climate?
Each person, interacting with others, forms an objective and subjective reflection of the situation. The objective includes an understanding of social connections: the tasks of each member, the measure of responsibility, the hierarchy. Psychological climate is a subjective assessment that is influenced by:
- interaction style of group members;
- attitude towards assigned tasks, methods of achieving goals;
- complexity of the work performed;
- emotional state of the participants;
- psychological compatibility of group members;
- traditions, cases, general opinions.
Psychologists distinguish two components of the concept:
- socio-psychological climate. Interpersonal connections at work, its complexity, the system of rewards and punishments;
- moral and psychological climate: consistency of moral norms, attitudes, group unity, as well as options for informal communication and relationships in the team.
The combination of points determines the general psychological climate and its influence on group members. It consists of subjective assessments, it can be influenced, changed, improved.
Psychological climate of medical institutions
Psychological atmosphere is a short-term state of group consciousness, briefly manifested in group mood and group judgments. The repeated occurrence of the same psychological atmosphere makes it a psychological climate. Their difference is not only in persistence, but also in the fact that, unlike the psychological climate associated with group feelings, the atmosphere is associated with group emotions. It can influence labor productivity in individuals, despite the already changed general psychological climate. Its optimization is the most important task of labor psychology and management psychology.
Socio-psychological climate is a type of psychological climate caused by or influencing interpersonal relationships. Its short-term manifestation is called the socio-psychological atmosphere. Its most important factor is the psychological compatibility of group members. Of all other types of psychological climate, it has the most impact on labor productivity.
Moral-psychological climate - a type of socio-psychological climate associated with the moral state of the group, and in a collective environment, possibly with the ideology of its members - can only manifest itself briefly as a moral-psychological atmosphere.
The primary production team unites people not only on the basis of a common goal and in common work, but also on the basis of the organization of joint activities, based on the principle of subordination, responsible dependence and consistency, which correspond to the certainty of norms and rules of industrial relations.
The socio-psychological atmosphere of a production team is determined by such features of social relations as the social nature of a particular socio-economic formation. The actual psychological atmosphere of the team is determined by the social goal of the team’s activities, the value-orientation unity of the group (COE according to A.V. Petrovsky), the sense of collective and personal responsibility, the interdependence of group members, leading to a combination of personal interests with public ones. The internal structure of the group is also influenced by internal conditions, which, in particular, include the style of team leadership and the nature of leadership in the group.
The basis of the socio-psychological climate in a medical institution is the style of “sterility of speech and behavior”, that is, the creation of conditions in which there would be no possibility for the occurrence of iatrogenies (iatropathies) - neurotic conditions due to psychogenies that traumatize the patient from incorrect statements or behavior doctor More broadly, all sorts of iatrogenic neuroses can arise not only from medical influences, but also as a result of an incorrect (pathogenic) word or gesture of a health worker, be it a nurse or junior medical staff. The moral and psychological damage caused to the patient from a violation of the style of sterility of speech and behavior and the often arising iatrogenic neuroses force the attention of medical workers to pay attention to the personality traits of the patient, because, as a rule, not every patient has iatrogenic behavior, but only those who have certain accentuations character. Such personality traits of patients as anxious suspiciousness, a tendency to decrease mood and volitional efforts in the fight against painful manifestations, egocentrism and pretentiousness, and the “conditional desirability” of the disease contribute to the emergence of neurotic states. Knowing that character accentuations have an increased “tropism” for the aggravation and chronicity of certain diseases, a doctor or nurse should be especially attentive to his condition.
The “therapeutic-protective regime”, which became widespread in the post-war (forties-fifties) years under the name “Makarov Hospital experience,” played a certain benefit in preventing the occurrence of psychogenic disorders in medical institutions. The doctor and writer Pavel Beilin, who initiated the organization of a medical and protective regime in the rural hospital of Makarov in Ukraine, paid great attention to creating comfort and silence in the wards, a calm business style of communication between doctors and patients with security and an emphasis on strengthening the inhibitory processes of the nervous system of patients, including patients with somatic diseases. In addition to psychotherapeutic effects, to create a therapeutic and protective regime, darkening in the wards was used, as well as drug therapy with the use of sleeping pills in the treatment of a number of diseases, especially “cortico-visceral origin”, for example, peptic ulcer and hypertension.
Despite all the expediency of creating such peace for patients, the one-sidedness of the “inhibitory” technique has caused some objections, especially in connection with the excessive enthusiasm for sleeping pills. In addition, there was a danger of passivization of the attitudes of patients who, upon discharge from the hospital, did not demonstrate proper resistance to the disease due to the emerging habit of greenhouse conditions artificially created in medical institutions. The circumstances of real life were much harsher and made different demands on patients, adaptation to which would have been more successfully solved only with the use of a therapeutic-activating regime, to which the “protective” regime was opposed.
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In 1952, an article by the famous Kharkov psychotherapist Professor I.3 appeared in the Ukrainian magazine “Medical Business”. Velvovsky, which was called “The second principle of therapy according to I.P. Pavlov." In it, the author convincingly showed the inaccuracy of opposing and emphasizing the protective regime. Having analyzed the history of the emergence of Russian neurophysiology and psychotherapy, Velvovsky came to the conclusion that protective and activating methods of prevention and treatment rather complement each other, and therefore any passion for one as opposed to another method can negatively affect the treatment of patients. I.Z. himself Velvovsky, who practiced in pre-war times with his teacher, the oldest Russian hypnologist K.I. Platonov, hyponosuggestive relief of pain during childbirth, came to the conclusion that it was necessary to create a different method of influence using an activating mode for a woman in labor who is in normal homeostasis, that is, in an awake state. He also relied on the statement of I.P. Pavlov, who formulated not only the benefits of influences in the “hypnoid”, inhibitory cortex, but also in the waking state, “based on all sorts of associations of the cortex.” As a result of these works of the Kharkov school of psychotherapists, the “second principle of therapy” according to I.P. was resurrected. Pavlov: the principle of activating treatment. In order to activate patients, rational-didactic methods of non-directive psychotherapy began to be used more widely, methods of physiotherapy, physical therapy, as well as mediation and potentiation (increasing in degree) of medications and “placebos” began to be mastered and further developed. At the same time, activating techniques were becoming increasingly widespread abroad, such as the “team IMT method,” when several doctors purposefully treated one patient, methods and techniques of group psychotherapy, “therapeutic theater” (psychodrama), “placebo effects,” etc. d. The introduction of social psychology and microsociological research into psychotherapeutic practice led to the development of cultural therapy, and the techniques and methods of the so-called began to be introduced more widely. “environmental therapy” or “environmental therapy,” that is, everything that surrounds a sick person. After all, the patient is surrounded not only by doctors, nursing and junior medical staff, but also by relatives, visitors, acquaintances and friends of the patient. The requirements for them, as accomplices and assistants of treatment, turned out to be appropriate in organizing more effective treatment, prevention and rehabilitation of patients.
Thus, the psychological climate of a medical institution should be built not only on the negative characteristics of the organized regime (the saying of ancient Greek doctors does not become outdated here: “Do no harm!”), but also on the creation of positive health activators (psychotherapy, physiotherapy, landscape therapy, background and functional music, cultural therapy, librotherapy, “therapeutic reading”, etc.)
As foreign experience has shown, it is very advisable to organize the so-called. “therapeutic communities”, for example, in the treatment of alcoholism, the organization “Alcoholics Anonymous” has proven itself well, working like clubs for non-drinkers who have found their “number two society”, based on the principles of mutual respect and self-support.
According to the prominent English psychotherapist M. Balint, “the doctor in itself is a therapeutic agent, it is only necessary to take into account the “dosage” and “side effects” of his personality, the activation of the medical influence on the patient is facilitated by the whole entourage of his communication with the patient from writing prescriptions before transportation and hospitalization to a hospital, especially to an inpatient facility>. The same author points out the need for an in-depth study of “placebo effects”, organized not only for the treatment of one patient, but also using influences on the microsocial environment. Such work was done by Leningrad psychologists and doctors. Professor S.S. Liebig, studying the relationships between patients, described by analogy with iatrogeny the so-called “ egrotogeny ,” that is, the harmful influence of some patients on others. At the same time, it is possible to use the influence of patients on each other more productively and positively when activating the medication regimen, for example, by organizing their administration taking into account the positive assessment and positive experience of the “leaders” of treatment groups. Such techniques and styles of organizing a treatment regimen in medical institutions prevent the phenomena of hospitalism, panic before taking certain medications, or fear of certain manipulations and therapeutic interventions. In general, these measures to create a psychological climate in medical institutions help prevent, treat and rehabilitate patients.
Creating a favorable climate
A favorable moral and psychological climate is the basis for successful work and achievement of common goals. The better the relationship, the more pleasant it is to come to work every day, complete your tasks, and simply spend time together.
Characteristic features of the team’s mood
| Favorable | Adverse |
| Optimism | Pessimism |
| Goodwill | Aggression |
| Serenity | Tension |
| Openness, mutual assistance | Coldness towards others |
| Adequate demands for completing assigned tasks | Constant fear of punishment |
| "Feeling of elbow", support | Suspiciousness, closedness |
| Ease of communication | Conflicts, grievances |
The socio-psychological climate depends on each member, his type of nervous system, habits, and attitudes. The more people in the group who are ready to help, who are smiling, friendly, and responsible, the more pleasant the atmosphere. A small percentage of closed, angry personalities 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;
- effectiveness of each group member.
Factors that determine the socio-psychological climate of an organization
There are two groups of factors:
- personal;
- general (collective).
Personal
The degree of personal satisfaction with the situation within the organization depends on the internal state of the employee. These are not just work moments.
Satisfaction with assigned tasks
Some people need frequent changes of activity, complex, intensive, multitasking work. Others prefer monotony, they are diligent, and can meticulously work on one task for a long time. The coincidence of the personality type and the goals set for it increases the employee’s enthusiasm and improves his mood. And the psychological climate depends on the internal state of its members.
Opportunity for growth
The reward system for good work, as well as the adequacy of punishment for unfulfilled tasks, affects the employee’s attitude towards work. It’s rare that anyone will refuse a bonus or not accept the gratitude of their superiors and employees for a job brilliantly done. Timely, problem-free leave, the ability to take days without pay in force majeure situations, the opportunity to learn new skills in courses are components of a good attitude towards one’s work and a healthy psychological climate in the team.
Comfort in the workplace
Some people prefer to always be in the center of attention, while others vitally need personal space, a separate area or office, and silence. If these needs are taken into account, the employee works much more efficiently. Equipping with the necessary items is also important: from office supplies to modern technology, special devices. Temperature, humidity, noise level - one way or another, all this affects the mood of workers. The faster the needs associated with the workplace are satisfied, the more enjoyable it is for the employee to perform his duties on a daily basis, improving the quality of the overall psychological climate.
Conditions for spending free time
These include adherence to the schedule, no extra working hours, or decent overtime pay. If an employee can make plans without fear of being delayed, he will develop 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
Negativity not only “comes” with a person home from work, but also “makes” this journey in the opposite direction. An unfavorable psychological climate at home, lack of opportunity to rest peacefully, to be with family, forced loneliness are factors that reduce mood and performance. The employee subconsciously transfers the blame for dissatisfaction with his personal life to his colleagues and behaves towards them accordingly. The level of a 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 within the power of his colleagues and superiors to support him, not to leave him alone, to be able to find the right words, to motivate him to work.
Are common
The general factors that determine the psychological climate in a team are related to the work environment, methods of interaction, and the characters of group members.
Compatibility of employees of the organization
Determined by personal relationships. The more common points of contact people doing the same business have, the more successful the result will be. Compatibility is, in other words, the similarity of views, attitudes, and characters. In a large organization, it is not necessary for all employees to be on the same page. For a healthy climate, a coincidence of morals within the office or work area is sufficient. Compatible colleagues increase self-esteem, support each other, are always ready to compromise, they can work quickly and harmoniously. Goals are achieved more effectively, and the results look better.
Harmony
Determined by relationships at the level of assigned tasks. A well-worked, friendly team performs any task like a conveyor belt: one operation after another, following a strict order, without going beyond the deadlines. The main role here is played by the competence in business matters of all group members; the socio-psychological climate is sensitive to this. A healthy atmosphere will only exist where no one lets others down.
Cohesion
Defined by four principles:
- attitude towards the leader;
- confidence;
- recognition of personal contribution to the common cause;
- duration of joint work.
From this point of view, the psychological climate depends on the personal qualities of each participant. Level of emotional empathy, ability to stand up for a common cause, interest, warmth, openness. The more honest, cultured, open extroverts there are in a team, the fewer problems with the socio-psychological climate. The predominance of envious, touchy introverts with weakened self-esteem and heightened pride makes SPC unfavorable.
Nature of communications
Members of the group, one way or another, have to interact verbally, that is, through speech. The word is a weapon, medicine and support, but only in the hands of a skilled user.
The basis of successful communication for the concept of socio-psychological climate are:
- sociability;
- adequate assessment;
- the ability to express one’s opinion without hurting the feelings of others;
- knowledge of the basics of constructive criticism;
- the ability to sense 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 are required to do the minimum - remain in contact. It happens that a quiet, modest, silent employee understands the leaders so well that he performs assigned tasks better than others. In this way he saves the team, becoming an integral part of it, despite his outward detachment.
If to improve the psychological climate you need to get out of your comfort zone and learn to be more sociable. Modesty is not always a character trait. Often it hides communication problems that can be easily eliminated through simple exercises and several sessions with psychologist-hypnologist Nikita Valerievich Baturin.
Creating a favorable psychological climate in the team
The role of the moral and psychological climate in a team is invaluable. Western countries realized this more than 100 years ago, introducing personnel selection techniques and developing ways to unite an existing team. In our country, it is difficult to achieve a healthy environment by selecting compatible employees. The group is selected solely based on skills related to job responsibilities. Rarely is attention paid to psychological compatibility, temperament, and character traits.
Even with this approach, it is possible to improve the psychological climate of the team. For this purpose, many 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 is enough to change positions of employees to improve the quality of work.
Example : in a chain of jewelry stores, several points did not fulfill the plan. The HR manager conducted an investigation and found that some salespeople were in confrontation with the rest of the team. After learning the needs of each salesperson, the HR department rotated employees. A month later, all the points made a plan.
- Setting goals for the team. Usually this is a plan, production norm, quality improvement. A common goal for group members unites, concentrates on the task at hand, identifying those who worsen the state of the socio-psychological climate of the group.
Example. The management of a small souvenir production company paid special attention to goals and objectives. In the process of achieving it, it turned out that several positions were not involved in achieving the goal, and therefore were not needed. Due to their weak involvement in the work, these employees influenced the morale of the team. The reduction led to an increase in labor productivity and an improvement in the moral and psychological climate in the team.
- Pay special attention to the convenience of workplaces. It may be within the power of management to take some measures to increase the comfort and interest of employees in activities. The psychological climate of an organization depends on the convenience of the workplace where a person comes to work every day.
Example: in order to interest employees, management sent them to advanced training courses at their own expense. They were so inspired by the trip and the knowledge gained that within a month they increased the productivity of the entire organization.
Medical Internet conferences
Thus, according to the results of the study, high rates of all three components are observed in the nursing team of the maternity hospital. The average level of well-being in relationships indicates a certain balance in the work team; they feel well. It should be noted that most nurse-midwives are not characterized by close friendly relationships.
Interpersonal conflicts have not been identified in the team and therefore it works in harmony, and the atmosphere for work and communication is quite favorable.
The highest score was obtained for the cognitive component. The team has been formed for a long time, the employees know each other well and therefore positive moods prevail in it. Nursing staff evaluate their colleagues positively and are ready for further cooperation. 30 respondents are completely satisfied with this team, 9 positively assess the socio-psychological climate of the team, but are not inclined towards closer and friendly communication, without experiencing discomfort and emotional pressure from other members of the group.
When assessing the team on the emotional and behavioral components, it was these people who gave the average rating, defining the team as “not bad, but not good either.” This suggests that, in general, they feel normal in this team, but are not active participants in the relationship. And only 2 respondents assess the socio-psychological climate unsatisfactorily and do not consider it necessary to maintain friendly relations with colleagues.
A large percentage of those who assessed the socio-psychological climate in the nursing team as uncertain and unsatisfactory suggests conducting additional research to determine the level of professional stress, since this may be the cause of uncertainty in relationships and the reluctance of some employees to get close to other members of the team.
Stress at work can be caused both by the conditions of professional activity and by the characteristics of organizational culture. Among the main reasons for the development of stress in a person, one can highlight uncertainty about the stability of one’s social and financial situation and job security; changes in labor market demands, etc. [8, P. 67].
The occurrence of professional stress among nursing staff of maternity hospitals is associated with high emotional and social tension, psychological overload that arises in the process of work, overwork, as well as improper time management, high responsibility, and peculiarities of the organization of communication and activity.
The negative impact of stress causes them to experience a state of tension, which can negatively affect their physical and mental health and lead to a discrepancy between their professional level and the expectations of others.
The effectiveness of joint activities is associated primarily with the optimal implementation of personal and group capabilities. A favorable socio-psychological climate in the nursing team not only has a positive effect on the results of its activities, but also contributes to the manifestation and development of a person’s potential. In this regard, there is a need to optimize the style of interpersonal interaction.
Relationships in a team and its cohesion largely depend on the personal qualities of its members, the culture of communication adopted in it, which manifests itself in the degree of emotional warmth, likes or dislikes. Negative character traits such as resentment, envy and painful pride seriously hinder team unity.
