Relationships in the team. Psychology of relationships at work

Relationships in a team have a tremendous impact on the efficiency of the work process—every competent manager knows this. For many, work has long become a second home. That is why knowledge of the psychology of relationships in a team plays an important role.

Each employee is individual, has his own, sometimes difficult, character, preferences and wishes. Therefore, it is not surprising that conflicts and quarrels often occur within the team. How to avoid them and create an atmosphere of mutual understanding?

Social psychology of the team

The team at work is a social environment. It consists of many different people. They have different views on life, upbringing, goals for the future and abilities. However, they have to spend some time together and solve common issues. Interaction in this case is a direct path to the success of the company.

A person learns to find a common language with a team from early childhood. First comes kindergarten, then school, then university and, finally, work. And every time you have to adapt to new people. However, this is not always easy to do. As often happens in adulthood, people leave their jobs due to the fact that they do not fit into the team. And such cases are not uncommon.

The relationship between colleagues can be demonstrated with a clear example. Let's say a new employee comes to the company - a young and beautiful girl. What will those who have been working here for a long time experience at this moment? Most likely, there will be interest and, at the same time, tension. An employee can be compared to a foreign body that is at the stage of exploration by the body (in this case, the team). It is examined, studied and evaluated.

People will treat a new person differently. Some people will like the girl for her professional and personal qualities. For others it will irritate and irritate. In both the first and second cases, you will have to put up with the new employee, since relationships in the team as a whole and the activities of the company depend on coordinated work.

Reaction

The last block is about the reaction to various kinds of destructive phenomena that act against the basic values of the company, and therefore have a detrimental effect on the moral climate in the team.
Familiarity

When a manager and subordinate get too involved in their friendship, they risk overstepping boundaries. In this case, the manager should always remember that he is a manager (even during joint drinking and partying), and strictly prevent going beyond the border, which he must delineate for himself.

Disrespectful statements and actions

This is unacceptable and extremely destructive. This is what poisons the atmosphere in the team. Stop this as soon as you hear/see it. And don’t forget to figure out the reason afterwards. You need to understand whether there is personal hostility or work conflict behind this behavior. We need to understand and promote this in order to prevent the recurrence of such situations. For example, it happens that people cover up their own mistakes with the mistakes of other people or departments. Developers blame testers, testers blame developers. Often this happens because people simply do not know what the neighboring department does and do not appreciate its contribution to the common cause. You can work with this, for example, by creating channels to communicate the successes of departments, so that employees understand who is doing what in the company and what their contribution is.

Gossip

The appearance of rumors is always a consequence of lack of information. Lack of information is a kind of vacuum that is filled with impurities. Having learned about the existence of some rumor, the manager should explain as truthfully as possible how things really are, and after that think about creating normal channels for conveying this kind of information: mailings, digests, regular seminars, etc.

Not long ago we had a similar story at Badoo. The business decided to transfer part of the development from Moscow to London - a normal business requirement, as time shows, justified. But this gave rise to a rumor that the Moscow office was closing. This idea was so deeply ingrained in the minds of many employees that we had to make a lot of efforts to dispel the rumor. Just imagine the motivation of the people who believed in this: “Why make any plans if we will soon be closed anyway?”

Psychology at work and team relationships

The branch of psychology that studies relationships in a team is rightfully considered the most difficult. And this is not surprising, because misunderstandings constantly arise between colleagues. There are several reasons for this state of affairs:

doubts about the professional qualities of another person;
setups in front of management;
gossip and denunciations.

Similar problems happen in every team without exception. You can not only easily get rid of them, but also turn them to your advantage. This requires minimal knowledge of the psychology of communication and relationships with colleagues.

conclusions

How to make informal relationships work for the benefit of business?

Understand and shape the company culture. Hire people who share your values. Get rid of those who act against them.
Regularly work on team building. Create and develop formats in which people can establish informal relationships.
Respond to disruptive deviations. Remember that you are a manager and therefore the guardian of your company's culture.

And most importantly: get to know your people! Competently weave informal relationships into working relationships. This will give you a complete picture, which in turn will allow you to make more informed decisions.

Types of relationships at work

Relationships with work colleagues vary. They are built according to three main schemes, each of which has its own characteristics, advantages and disadvantages.

Psychology of equal or friendly relationships

This is the closest communication. People praise each other, but will make reprimands if necessary. This type of relationship is not suitable for a manager and one of the employees. And there are reasons for this.

The friendship between the boss and one of the team members sets the latter apart from the rest. He occupies, so to speak, a privileged position, which others will definitely not like. This is a direct path to conflict.

Psychology of relations between elder and younger (from the position of the elder)

This type of relationship at work is divided into two subtypes:

The mentor is the student. The first helps the second with advice, but does not guide him in any way, much less participate in his work. A student is unlikely to listen to advice if it comes directly from a boss who is poorly versed in work processes. A mentor gives you the opportunity to improve and move in the right direction.
The leader is a subordinate. The boss evaluates the work of employees, controls it, and, if necessary, punishes or rewards it. Here we are not talking about close relationships, because they will destroy discipline in the team.

It is worth noting that the same person cannot be a leader and a mentor.

Psychology of the relationship between junior and senior (from the position of the junior)

Like the previous type of relationship, this one is divided into subtypes:

The subordinate is the leader. The main task of the first is to take responsibility for his duties and follow the instructions of the second. He also needs to respect the leader, no matter what kind of leader he is.
The student is the mentor. Relationships in a team of this type presuppose that the first one listens to the advice of the second. And he not only listens to them, but thinks about them and tries to put them into practice. If a student argues and refuses to listen to the work mentor, he is not ready to learn. In this case, all conversations are useless.

Each of the listed relationship development schemes makes it possible to build a healthy atmosphere in a team and establish communication.

Types of management relationships

Depending on how developed a particular type of management relations is in an organization, one can judge the efficiency of production.

Relations between centralism and independence

Under centralism, higher authorities determine the activities of lower ones, as, for example, in the relations between the state and industries, industries and enterprises, enterprises and departments.

Independence assumes that subjects of activity can determine their own tasks, but such work should be aimed at achieving common goals.

Relationships of coordination and subordination

Subordination presupposes the subordination of subordinate structures to higher structures and the issuance of directives “from above.” Coordination provides more opportunities to defend one's interests while performing common activities. The main indicator of coordination is the adaptation of subjects to each other's needs.

Responsibility Relationships

They imply the fulfillment of the rights and obligations of subjects to the fullest extent. Relationships of responsibility are realized, for example, through the dependence of work results on the correctness of management decisions made. They appear as a result of the demands that the parties (employees and managers) put forward to each other. Such relationships are consolidated through regulations, instructions, informal rules, systems of rewards and sanctions.

Rules of good manners

Relationships at work with colleagues should be built according to a few simple rules. The first concerns friendliness. You shouldn’t be rude or rude to others because you’re in a bad mood. Being polite and grateful isn't that hard. These qualities endear people.

However, caution must be exercised here, since close relationships in a team and informal communication can play a cruel joke. For example, a young employee will seem like a rival to women from the team. Men, because of her too free behavior, will consider her flighty and will lose all respect.

The second rule is a logical continuation of the first. You should not tell your work colleagues personal information about yourself. Good intentions and trust easily turn into gossip, speculation and envy. It is enough to tell the generally known minimum.

The third rule is similar to the expression “don’t run ahead of the locomotive.” Of course, it’s good if your abilities allow you to do the work quickly and at the same time with high quality. However, the team consists of different people. Some people work faster, while others, on the contrary, spend more time completing tasks. You should not try to correct or retrain your colleagues. They may take it as a challenge.

And finally, the fourth rule. It calls not to ignore the rituals and traditions of the collective. Joint dinners and holidays will only improve the relationship.

Let's summarize

For any manager, employee conflict is a test of strength, a kind of exam. The boss should take a neutral position and, through negotiations, help employees come to a mutually beneficial solution. There are 5 main strategies for behavior in a conflict situation: conflict avoidance, concession, competition, cooperation and compromise. Compromise and cooperation are considered constructive ways out of conflict; they should be strived for in resolving controversial situations. But this does not mean that other strategies should be rejected. Taking into account all the circumstances of the conflict, weighing all the pros and cons, choose the optimal solution in a particular situation.

Separate from work conflicts is the phenomenon of bullying in a team - psychological pressure directed at a specific person. The manager must be aware of the problems of the team and prevent such phenomena.

Conflicts negatively affect work - tension increases, instead of working, employees find out who is right and who is wrong, orders are lost, profits fall. If the team is conflictual, staff turnover occurs, a lot of resources are spent on training new employees and getting them up to speed.

At the same time, some disputes can improve the company's performance. If there are conflicts regarding the division of responsibilities, this is a reason to refine business processes and draw up a clear algorithm for employee actions. If unfair wages cause negativity, you need to create a system of evaluation criteria, bonuses and fines. If disputes arise because workers are overworked, a time and attendance system can be installed to analyze the situation.

Often conflicts are a result of the growth of an organization; it is better to overcome them while the organization is small, so that when the business scales, these problems no longer interfere.

First day: fatal success

Relationships in a team at work largely depend on the first impression of an employee. He will have to pass a kind of test, the results of which will be the basis for his further communication with colleagues.

So, on your first day of work you need to follow a number of simple recommendations:

Dress as modestly as possible, even if in real life your clothing style can hardly be called modest.
Don't forget about the rules of etiquette. The minimum is a greeting and words of farewell.
Do not flirt with male representatives. This will only ruin relationships with them and with women.
Don't argue trying to prove you're right.
Don't reveal too much about yourself.
If necessary, ask colleagues for help.

It is not difficult to follow these tips. It's enough to just relax and try to enjoy your work.

Problems with colleagues: if the employee is rude

It is impossible to build adequate business relationships with aggressive people. Almost every task or remark is reacted to violently, in the spirit of: “Why should I do this?” You have to waste time on explanations, which can escalate into a skirmish.

Psychologists believe that aggression is a defensive reaction to a threat to authority. A person prefers to keep colleagues at bay if he feels that he is under pressure.

Many employees prefer to avoid the rude person. This leads to verbal altercations becoming the norm. In addition, there is a possibility that the number of aggressors in the team will increase. In this case, feedback will become a “weapon” against aggression. But avoid the “bazaar principle”: don’t raise your voice, don’t be rude in response. The main thing is peace of mind!

“How and why to deal with impostor syndrome in a professional environment.”

It is important to show the employee that aggressive behavior is inappropriate. Don't get defensive. For example, to the question: “Why should I do this?”, do not answer: “Everyone is busy” or “I said so!” You lose your authority as a leader. Give short and succinct arguments and say that the conversation is over.

Psychologists say that it is better to talk one-on-one with aggressive employees. Hot-tempered people love conflicts in public. Invite your colleague into your office, calmly explain what you want from him, what tasks you are setting and why. Thank the person for their cooperation and tell them you appreciate their work. In this way, you can nullify a possible outburst of anger.

You cannot follow the lead of aggressive employees! Tell the person that such behavior is inappropriate. For example: “Such behavior does not look good on a professional like you.” But at the same time, it is important to remain calm, not respond with rudeness, and if the conflict continues, stop communication. You can pretend that you were distracted by work or go away to pour yourself some water and so on.

French HR managers recommend using the OPPV method when dealing with aggressive employees.

The goal is to describe the aggressor’s experiences and actions. A person must look at his behavior from the outside and understand how the interlocutor feels. This has a sobering effect, helps you switch gears and realize the problem.

We are so different and yet we are together

Building healthy relationships at work isn't easy. This is due to the fact that each person is individual. There are several types of employees:

Angry or grumpy. Unfriendly people who are always dissatisfied with something and easily lose their temper. For them, every word or reaction of others is an opportunity to throw out negativity. Such people have no desire to talk about good things.
Envious people. The favorite pastime of such team members is spreading gossip, both at work and outside of it. They discuss everything from new lipstick to professional activities. These people are simply bored. When communicating with them, you need to avoid talking too openly about yourself and your family.
Rigid colleagues. They don't like change. Even if the new one is many times better than the old one, they will not change anything. Relations with such employees should be based on strict adherence to established rules and instructions.
Advisers. They constantly teach those around them, giving out advice left and right. They are harmless. The worst thing that their behavior leads to is a quarrel at work. When communicating with colleagues of this type, you need to take the initiative and ask for advice first.
Pedants. React to the slightest inaccuracies and details. It is quite easy to moderate their ardor. It is enough to shift some of the responsibilities that require great attention and scrupulousness.
Artists. They love to be the center of attention. Scandals at work are a way for them to recharge their energy. A couple of compliments and attention will turn them from enemies into allies.

These are just a few types of employees. In fact, there are many more of them. And if you can’t find a way to build relationships with them, you also need to pay attention to yourself. Perhaps the problem lies in your character and actions

Love

Love can strike anywhere, including at work. I propose to analyze typical situations.

How to understand that a man likes you?

There are a number of signs that indicate that a colleague is interested in you:

he often approaches you on business or just because;
talks to you whenever possible;
calls constantly, including for all sorts of nonsense;
gives compliments;
touches, takes by the palm, by the shoulders, by the waist.

If you fell in love with a man at work

If you are married or he is married, then an office romance is not a good idea. But when both are free, there is something to think about. First, estimate his age.

If there is a big difference between you, then most likely the relationship is not worth your energy and nerves.

If the man is the same age or a little older, you have every chance. Show him your interest. Dress stylishly and beautifully, always be well-groomed. You should behave with dignity towards a male colleague: do not complain, do not shout, do not create scandals or hysterics.

If you (a man) fell in love with a co-worker

Start a relationship with a colleague only if you are both single. There is no point in getting involved in an affair when you are married or she is married. It's unlikely that you need extra gossip at work.

Show the girl that you are interested in her. Give compliments and accompany you home from work. Invite on a date. But don’t rush, give your colleague time to think and evaluate you as a man, and not as a co-worker.

What can provoke colleagues into conflicts?

According to psychology books, healthy relationships in a team are sometimes threatened. There are many reasons for this:

unsociability, reluctance to make contact;
complaints and denunciations against colleagues;
bad mood spilling out on others;
excessive self-confidence and straightforwardness;
fear of overworking;
comparison of former work with current one;
excessive curiosity towards colleagues;
loud conversations on the phone, elevated tone when communicating with others, strong aroma of perfume.

Another reason for a possible conflict lies in workaholism. Sometimes the desire to do quality work is perceived from the outside as a desire to curry favor with management or stand out from the crowd.

Relationships in a men's team: let's set priorities

In a male team, as well as in a female team, conflicts often occur. There are several ways to prevent them:

Always look perfect. The best clothes for work are a formal business suit.
Extra attention from colleagues or even flirtatiousness surprises and baffles. There is no need to be rude in response. It is better to remain silent or move the conversation to another topic.
It is worth remembering that each member of the team is an employee like everyone else. Therefore, demanding special treatment for yourself is not nice.
Do not react to provocations too emotionally. It is important to remain calm even in cases where emotions are brought out on purpose. This requires resilience.

The most important thing is to show respect to all colleagues at work without exception. We can say that this is the key to a good relationship.

And the last rule - take an interest in the professional and personal lives of your colleagues

If you notice that someone on your team is looking to advance their career or has found an exciting hobby in their personal life, talk to them about it. Find out about his goals, endeavors, desires and interests. You may even be able to give some useful advice .

Introduce colleagues with similar interests and recommend mentors.

When you show this kind of involvement in their lives, your colleagues will feel valued and important. This will contribute to the creation of not only good working relationships, but also friendly ones.

Also try to get involved in relationships not only as a professional, but also as an individual, showing your qualities, interests and virtues.

Tell us about your hobbies, values and skills that do not relate to work. Invite colleagues with the same interests to take online courses together, participate in an online marathon, or learn new professional tools. All this will help build an emotional connection and make the relationship stronger.

How to build relationships after a conflict: advice from a psychologist

Knowledge of the psychology of relationships in a team at work does not guarantee the complete absence of conflicts. What to do if it happened?

Calm down, relax. Focus your thoughts on the good qualities of the provocateur or offender. This will help, if not forget the situation, then at least restore good relations.
Look at the controversial situation from the outside. Thanks to this, you can control yourself, preventing your opponent from disturbing the balance and thereby achieving what you want.

You can only disarm a person who plans to continue the conflict with calm and balance. These qualities, together with a sober look, make it possible to destroy all the intentions of the offender.

So, what are the relationships in a team like? Usually complex, since each person is a formed personality. Everyone has their own views on life and what is happening around them. The team includes advisers, provocateurs, envious people, pedants and even artists. If you find an individual approach to each of them, the relationship will become harmonious and healthy.

The influence of leadership style on the psychological climate of the team

A work collective is a group of people united by one labor and professional activity, place of work or belonging to the same enterprise, institution, or organization.

The work collective is the main unit of society, which unites all employees of an enterprise, institution, organization to achieve a certain specific goal of their joint labor activity [24].

All work collectives have common properties:

the presence of a common goal, unity of interests of members of the work collective;

organizational design within a social institution;

socio-political significance of the activity;

relations of comradely cooperation and mutual assistance;

socio-psychological community of team members;

controllability;

the presence of a clearly defined structure of interactions and a certain range of responsibilities, rights and tasks.

The classification of work collectives can be based on several criteria, according to which they can be divided as follows [24]:

by type of ownership (state, private);

by form of activity (production and non-production);

by duration of existence (temporary and permanent);

by stage of development (forming, stable, decaying);

by subordination (primary, main, secondary).

Work collectives are designed to perform the following typical functions:

The function of production management is carried out through various formal bodies of collective management, public organizations, special elected and appointed bodies, and the direct participation of workers in management.

Target - production, economic: production of certain products, ensuring economic efficiency of activities, etc.

Educational - carried out by methods of socio-psychological influence and through governing bodies.

The function of stimulating effective work behavior and responsible attitude towards professional duties.

The function of team development is the formation of skills and abilities of collective work, improvement of operating methods.

Function to support rationalization and invention.

From the content side, a work collective is defined as a community in which interpersonal relationships are mediated by the socially valuable and personally significant content of joint activities. With this understanding of the work collective, its structure always (to varying degrees) contains three main elements: a leadership group, a core, and a peripheral part.

The leadership group is represented by members of the work collective who are functionally assigned the function of leadership, or by a member of the team who, due to his personal qualities, enjoys authority among the majority of its other members. The core is those members of the work collective who have already established themselves in the team, identify themselves with it, that is, they are bearers of collective consciousness, norms and values.

The peripheral part of the structure of the work collective is formed by its members who have either recently joined the system of collective relations and have not yet identified themselves with it, or are present in the collective only functionally. It is this part of the team that is primarily the object of “manipulation” by the leader.