Society. People interact with each other, and society becomes the result of their combined joint activities

→ Human interaction with other people

Desires that affect the interests of others, create opposition, or require interaction between interested parties. The impact on the information field of the space of options with thought forms containing a change in the world and a change in another being does not create the assistance of the space of options. The space of options does not facilitate the fulfillment of a desire if it is directly related to the interests of other beings.

For example, a person wants to run fast. The space of options will facilitate his desire, improving his fitness, health and perhaps even body design. But, if a person wants to run faster than another creature, then the realization of such a desire affects the interests of this individual, the balance and harmony of the world, and may even destroy the world. So, if wolves start running faster than hares, then soon there will be no hares left.

Each creature has the right to project changes only in its life line. You cannot directly influence someone else's lifeline.
By creating a thought form in which you have an advantage over another creature, you create a negative (belittling its properties) image of this creature on your life line. The subconscious of this creature will automatically respond symmetrically to you, creating your negative image on its life line, and thereby neutralize your projection.

Any problems and achievements of a person in society, one way or another, are born in relationships with people, be it personal relationships or business ones. The social nature of man presupposes his interaction with other members of society. Is it possible to use the assistance of the subconscious and the information field of the space of options in relationships with people? The difficulty of using a mental image of a model of the future is that it is an imperceptible process, it is difficult to subjugate and control it.

There are a number of ways to influence other people using the powers of the space of options. You can influence others through the space of options only with indirect thought forms, for this:
Project your own feelings about another person’s actions onto yourself.
Project the realization of another person's goals by energetically facilitating his own projections.

Your images are the desired model of your future. Desires that lie within your personal feelings are on your life line and they are in your power.

For example, you can visualize the sensations of your relationship with another being. These are your personal feelings on your life line. The combination of circumstances formed by the space of options will provide the basis for such relationships.
The zone of a person’s own influence on the image of the future is his sense of altered reality. If the thought form contains its own reaction to the world around it in the form of a certain impact on itself, then this is realized by a combination of circumstances that will create a space of options.

If you think badly about a person, he will give reasons for this, for example: if you think that he will deprive you of property, under the influence of your thoughts he will want to steal; that he annoys you with his drunken appearance and crazy aggressive actions - he will actively drink alcohol and look for a reason to sort things out, etc.

You will think of him with sympathy, and he will act friendly and give you reasons for sympathy.
It is of great importance and meaning to look for and see good qualities in people.

Do not provoke people into inappropriate behavior by looking at them constructively. When you recognize that a person is worthy of respect, he will begin to behave accordingly.

If your subconscious contains persistent negative patterns of behavior, then in your environment you will always identify some of your friends and co-workers at work who have traits that you condemn, and you will also find them in your other half.

You cannot control the goals of another being with your thought form, but you can control your interaction with him. The actions of another being that you can sense are available to your influence if they do not contradict the interests of that being.

For example. The space of options can help a woman find a husband with a certain set of qualities, or find a certain job.

The desire to use a specific person for one’s own interests will cause an automatic protest from the subconscious of this person.

An image created by one person, and containing his feeling associated with the health of another person, helps the prayer or conspiracy of one to achieve a healing effect for another, if this other believes in recovery and wants health. An image created by one person, and containing a feeling of ill health and failure in the perception of another person, allows you to create the evil eye and damage. Images of a negative state will work if the object of influence is suspicious and often inclined to think about his ill health and failures.

In order for these images to work, usually the person is told that he has been cursed and that he will face misfortune and ill health. The object, perceiving this, programs itself. A positive image of another person, if you visualize it, will create in that person a surge of strength, a feeling of comfort and a sense of disposition towards you.

The placebo effect has long been known, but a similar experiment was once expanded and doctors were misled: where is the placebo and where is morphine for pain relief. When giving morphine, doctors thought they were giving a placebo and the pain relief effect diminished. The faith of doctors influenced patients in the same way as the faith of the patients themselves.

Your own mental image of your perception of another person does not create the realization by space of options for changing this person. It enhances the activity of the sector excited by this person himself and located on his life line. Impact will occur if such an image exists among that person's interests.

The image “I enjoy communicating with my neighbors” does not have a specific person as an object and therefore will change the way you communicate with your neighbors even if they do not have such an intention.

Frailing (fraile is a set of individual psychological parameters characteristic of a person) is the principle of interaction of projected mental images, built on their strengthening by each other through information resonance, which is a symmetrical response of the subconscious of another person.

This principle of human interaction allows the way you think to find opportunities to bring people together based on their mutual interests.

If you excite with your thought form a sector in which the inner intention of another person is realized, then this person will automatically symmetrically respond to you on his life line with a feeling in which you are valuable to him.

The interaction of people in the information field increases the excitement of their target sectors and creates a confluence of circumstances that corresponds to the satisfaction of the interests of both interested parties.

These may be specific people and you know their inner intention.
For example, you need to reschedule your vacation for the summer, but your boss can’t wait to go fishing. By visualizing your boss's intention, you will receive symmetrical illumination of your desire on his life line.
You will meet his disposition towards you in personal communication and his pliability in resolving your intention.

These may be non-specific people. In this case, you specify in the visualization a list of what you can offer them and a list of what you need to receive from the people with whom the flow of options will bring you together.
For example, you have certain knowledge, skills and experience, and a number of employers need a specialist with such knowledge, skills and experience, and they can offer him decent pay and good working conditions.
Or you have a product with certain properties, and there are many people who are ready to purchase a product with such properties.

Or you have personal human qualities, and you want to find a partner with certain qualities for life together. And there are many people who match the qualities you described and who have the desire to marry a person like you.

You can visualize the intention to meet such a person, and your intention will resonate with the informationally consistent intention of the other individual.

Do you want the person you like to pay attention to you and feel good about you? For this case, Frayling, in order to promote your goals of the subconscious and the space of options, determines that it is ideal not to accompany the feeling of sympathy with the desire for possession.

The intention to use another creature for one’s own purposes causes an automatic protest from the subconscious of this creature and asymmetrical target projections onto one’s life line.

When you think lovingly about other living beings and project their happy existence onto your lifeline, they feel your love, are disposed towards you and are friendly.

Do not accompany the image of your sympathy with the feeling of this person’s sympathy for you, because a feeling that does not exist will give rise to doubts in you about the possibility of his affection for you.

Moreover, the feeling of sympathy will not be disinterested, it will include a certain amount of one's own use of the feelings of the other.

When you demand possession, you conflict with the goals of another being and project to yourself strong emotions associated with that being.

The requirement of any action by one being from another is called a relationship of dependence (“If you praise me better than anyone else ...”). Relationships that come with conditions subconsciously contain doubt about whether the other being will fulfill the requirement.

By reacting excitedly to the desire for a relationship, you convey that you want to receive strong emotions associated with this person. The emotional state turns on the pendulum and fixes on thoughts. This goal will be perceived by the subconscious and will excite the corresponding sector in the information field of the space of options.

For example, how can a woman encourage a man to take the plunge into marriage?
Typically in this case, the tactic used is to attract attention to oneself and stimulate official action. These principles are: seduce, distance and create a sense of competition.

Another way to solve the problem is to ask the question: “What is a man looking for in marriage?”
A man seeks satisfaction of his own interests, he wants: a feeling of the value of his own qualities, love, respect, the presence of valuable qualities in his wife, compatibility of characters and goals, communication. By directing efforts to satisfy what is significant for a man, a woman will acquire greater personal value for him.

gestures, posture, gaze, intonation, desire to end or continue communication. They indicate whether people like each other. If not, then mutual or unilateral reactions of rejection follow (gliding gaze, withdrawing the hand when shaking, turning away the head, body, fencing gestures, “sour face”, fussiness, running away, etc.) or termination of the established contact. And vice versa, people turn to those who smile, look directly and openly, turn around full-face, respond with a cheerful and cheerful intonation, to those who are trustworthy and with whom further cooperation can be developed based on joint efforts.

Of course, the acceptance or rejection of each other by interaction partners also has deeper roots. It is possible to distinguish between scientifically based levels of homogeneity-heterogeneity(degrees of similarity and difference) of the participants in the interaction (Obozov N.N., 1989). First (lower) level there is a correlation between individual (natural) and personal parameters (temperament, intelligence, character, motivation, interests, value orientations) of people. Of particular importance in interpersonal

In this interaction, there are age and gender differences between the partners.

Second (upper) level homogeneity-heterogeneity (the degree of similarity-contrast of participants in interpersonal interaction) is the ratio (similarity-difference) of opinions in a group, attitudes (including likes and dislikes) to oneself, partners or other people and to the objective world (including joint activities ). The second level is divided into sublevels: primary (or initial) and secondary (or resultant). The primary sublevel is the initial correlation of opinions given before interpersonal interaction (about the world of objects and their own kind). The second sublevel is the correlation (similarity-difference) of opinions and relationships as a consequence of interpersonal interaction, the exchange of thoughts and feelings between participants in joint activities.

The congruence effect also plays a major role in interaction at its initial stage, i.e. confirmation of mutual role expectations, a single resonant rhythm, consonance of the experiences of the contact participants.

Congruence presupposes a minimum of discrepancies in the key points of the behavior lines of the contact participants, which results in the release of tension, the emergence of trust and sympathy on a subconscious level.

Congruence is enhanced by the feeling of complicity, interest, and search for mutual activity evoked in the partner based on his needs and life experience. Congruence may appear from the first minutes of contact between previously unfamiliar partners, or it may not arise at all. The presence of congruence indicates an increased likelihood that the interaction will continue. In this sense, one should strive to achieve congruence from the first minutes of contact.

The main factors for achieving congruence usually include:

a) the experience of belonging, which occurs in cases of:

When the goals of the subjects of interaction are interconnected;

When there is a basis for interpersonal rapprochement;

Subjects belonging to the same social group;

b) empathy, which is easier to realize:

When establishing emotional contact;

If the behavioral and emotional reactions of the partners are similar;

If you have the same feelings towards a certain subject;

When attention is drawn to the feelings of partners (for example, they are simply described);

c) identification that is strengthened:

With liveliness and variety of behavioral manifestations of the interacting parties;

When a person sees his own character traits in another;

When partners seem to change places and conduct a discussion from each other’s positions;

With common thoughts, interests, social roles and positions.

As a result of congruence and effective primary contacts, feedback between people which is a process of mutually directed responsive actions that serves to maintain subsequent interaction and during which there is also an intentional or unintentional communication to another person about how his behavior and actions (or their consequences) are perceived or experienced.

There are three main functions of feedback. It usually acts as: 1) a regulator of human behavior and actions; 2) regulator of interpersonal relationships; 3) a source of self-knowledge.

Feedback can be of different types, and each of its variants corresponds to one or another specificity of interaction between people and the establishment of stable relationships between them. Feedback can be: a) verbal (transmitted in the form of a speech message); b) non-verbal, i.e. carried out through facial expressions, posture, voice intonation, etc.; c) expressed in the form of an action focused on demonstrating, showing another person understanding, approval and expressed in joint activity. Feedback can be immediate or delayed in time. It can be brightly, emotionally colored and transmitted as a kind of experience, or it can be with minimal experience of emotions and behavioral responses (Solovieva O.V., 1992). In different types of joint activities, different types are appropriate

feedback. The inability to use feedback significantly complicates the interaction of people, reducing its effectiveness. Thanks to feedback during interaction, people become like each other, bring their state, emotions, actions and actions in accordance with the unfolding process of relationships.

The established psychological community of partners strengthens their contacts, leads to the development of relationships between them, and contributes to the transformation of their personal relationships and actions into joint ones. Attitudes, needs, interests, relationships in general, acting as motives, determine promising directions of interaction between partners, while its tactics are also regulated by mutual understanding of the personal characteristics of people, their images and ideas about each other, about themselves, and the tasks of joint activity.

At the same time, the regulation of interaction and relationships between people is carried out not by one, but by a whole group of images. In addition to the images-images of partners about each other, the system of psychological regulators of joint activity includes images-images about themselves (self-concept), ideas of partners about the impression they made on each other, an ideal image of the social role played by partners, views on possible results of joint activities. These images-representations together are not always clearly recognized by people in the process of interaction. They often act as unconscious impressions and do not find a way out into the conceptual sphere of thinking of the subjects of joint activity. At the same time, the psychological content contained in attitudes, motives, needs, interests, relationships is manifested through volitional actions in various forms of behavior aimed at the partner.

Development of interaction. On middle stage(level) of interaction between people, which is called productive joint activity, gradually developing active cooperation is increasingly expressed in an effective solution to the problem of combining the mutual efforts of partners.

Usually there are three forms, or models, of organizing joint activities: 1) each participant does his own

part of the overall work independently of the other; 2) the common task is performed sequentially by each participant; 3) simultaneous interaction of each participant with all others takes place. Their actual existence depends on the conditions of activity, its goals and content.

At the same time, the common aspirations of people can lead to clashes in the process of coordinating positions. As a result, people enter into agreement-disagreement relationships with each other. In case of agreement, partners are involved in joint activities. At the same time, roles and functions are distributed between the participants in the interaction. These relationships cause a special direction of volitional efforts among the subjects of interaction. It is associated either with a concession or with the conquest of certain positions. Therefore, partners are required to demonstrate mutual tolerance, composure, perseverance, psychological mobility and other strong-willed personality traits, based on intelligence and a high level of consciousness and self-awareness of the individual.

At the same time, at this time, the interaction of people is actively accompanied or mediated by the manifestation of complex socio-psychological phenomena, called compatibility-incompatibility(or operation-non-operation). Just as interpersonal relationships and communication are specific forms of interaction, compatibility and workability should be considered its special constituent elements (Obozov N.N., 1980). Interpersonal relationships in a group and the compatibility (physiological and psychological) of its members give rise to another important socio-psychological phenomenon, which is commonly called “psychological climate.”

There are several types of compatibility. Psychophysiological compatibility is based on the interaction of temperamental characteristics and needs of individuals. Psychological compatibility presupposes the interaction of characters, intellects, and motives of behavior. Socio-psychological compatibility involves the coordination of social roles, interests, and value orientations of the participants. Finally, socio-ideological compatibility is based on the commonality of ideological values, on the similarity of social attitudes (in intensity and direction) relative

but possible facts of reality related to the implementation of ethnic, class and religious interests. There are no clear boundaries between these types of compatibility, while extreme levels of compatibility, for example physiological, socio-psychological and socio-ideological climate, have obvious differences (Obozov N.N., 1980).

In joint activities, control on the part of the participants themselves is noticeably activated (self-monitoring, self-checking, mutual monitoring, mutual checking), which affects the performing part of the activity, including the speed and accuracy of individual and joint actions.

At the same time, it should be remembered: the driver of interaction and joint activity is, first of all, the motivation of its participants. There are several types of social motives for interaction (i.e., reasons for which a person interacts with other people):

1) maximizing the total gain (cooperation);

2) maximizing one’s own gain (individualism);

3) maximizing relative gain (competition);

4) maximizing the gain of another (altruism);

5) minimizing the gain of another (aggression);

6) minimizing differences in winnings (equality) (Bityanova M.R., 2001).

All possible motivations that determine the social interaction of people can be generally placed within the framework of this scheme: interest in certain activities and specific people, means of communication, results of cooperation, the nature of relationships between partners, etc. However, the ones mentioned above are the most significant for understanding the interaction.

The mutual control of each other carried out by participants in joint activities can lead to a revision of individual motives for activity if there are significant differences in their direction and level, as a result of which the individual motives of people begin to be coordinated.

During this process, there is a constant coordination of thoughts, feelings, and relationships of partners in joint life activities. It takes on various forms of influence of people on each other. Some of them encourage their partner

to actions (order, request, proposal), others authorize the actions of partners (agreement or refusal), others call for discussion (question, reasoning). The discussion itself can take place in the form of coverage, conversation, debate, conference, seminar and a number of other types of interpersonal contacts.

However, the choice of forms of influence is more often dictated by the functional-role relationships of partners in joint work. For example, the control function of a leader encourages him to more often use orders, requests and sanctioning responses, while the pedagogical function of the same leader requires more frequent use of discussion forms of interaction. In this way, the process of mutual influence of interaction partners is realized. Through it, people “process” each other, striving to change and transform mental states, attitudes and, ultimately, the behavior and psychological qualities of partners in joint activities.

Mutual influence as a change in opinions and assessments can be situational when circumstances require it. As a result of repeated changes in opinions and assessments, stable assessments and opinions are formed, the convergence of which leads to behavioral, emotional and cognitive unity of the participants in the interaction. This in turn leads to a convergence of interests and value orientations, intellectual and characterological characteristics of the partners.

The regulators of the mutual influence of people on each other are the mechanisms of suggestion, conformity and persuasion, when under the influence of the opinions and relationships of one partner the opinions and relationships of the other partner change. They are formed on the basis of a deeper property of living systems - imitation. In contrast to the latter, suggestion, conformity and persuasion regulate interpersonal norms of thoughts and feelings.

Suggestion- this is an influence on other people that they perceive unconsciously. Conformity- Unlike suggestion, it is a phenomenon of conscious change of opinions and assessments. Situational and conscious conformity allows you to maintain and coordinate ideas (norms) regarding ongoing events in life and activity.

sti people. Of course, events have varying degrees of significance for those who are forced to evaluate them. Belief same - this is a process of long-term influence on another person, during which he consciously learns the norms and rules of behavior of interaction partners.

The convergence or change of mutual points of view and opinions affects all spheres and levels of interacting people. In the context of solving specific current problems of life and activity, and especially communication, their convergence-divergence represents a kind of regulator of interpersonal interaction. If the convergence of assessments and opinions forms a single “language”, group norms of relationships, behavior and activities, then their divergence acts as a driving force for the development of interpersonal relationships and groups.

Interpersonal interactions depend on the degree certainty-uncertainty(obviousness-non-obviousness) of facts, events, phenomena on which certain decisions are made. Researchers have discovered the following relationship: with a high degree of certainty (obviousness) of the problem, the likelihood of changes in assessments and opinions is lower, but the adequacy of their solution is higher. When the uncertainty (non-obviousness) of the problem is high, the likelihood of changes in estimates and opinions is greater, but the adequacy of their solution is less high. This dependence can be called the law of “socio-psychological expediency,” which generally indicates that in the conditions of discussion of opinions and assessments, their adequacy to the real state of affairs increases.

Highest level of interaction.The final stage The (highest level) of interaction is always the extremely effective joint activity of people, accompanied by mutual understanding. Mutual understanding between people is a level of their interaction at which they understand the content and structure of the partner’s present and possible next action, and also mutually contribute to the achievement of a common goal. For mutual understanding, joint activity is not enough; mutual assistance is needed. It excludes its antipode - mutual opposition, with the appearance of which misunderstandings arise, and then misunderstanding of man by man. At the same time, mutual misunderstanding is one of the essential prerequisites for collapse

interactions between people or the cause of a wide variety of interpersonal difficulties, conflicts, etc.

An essential characteristic of mutual understanding is always its adequacy. It depends on a number of factors: on the type of relationship between partners (relationships of acquaintance and friendship, friendly, love and marital relationships), companionship (essentially business relationships), on the sign or valence of the relationship (likes, dislikes, indifferent relationships); on the degree of possible objectification, the manifestation of personality traits in the behavior and activities of people (sociability, for example, is most easily observed in the process of communication interaction). Of great importance in adequacy, as accuracy, depth and breadth of perception and interpretation, are the opinions and assessments of other more or less significant people, groups, and authority figures.

For a correct analysis of mutual understanding, two factors can be correlated - sociometric status and the degree of similarity according to it. In this case, the following becomes clear: persons with different socio-psychological statuses in the team consistently interact (are friends) with each other; reject each other, i.e. those individuals who are similar in status and whose status is not high enough (significant differences) experience interpersonal rejection.

Research shows that in pairs of people who mutually reject each other, the most common combinations are “choleric-choleric”, “sanguine-sanguine” and “phlegmatic-sanguine”. There was not a single case of mutual denial in a pair of the “phlegmatic-phlegmatic” type. In friendly couples there is not a single case of combinations “choleric-choleric”, “sanguine-sanguine”, but in pairs of people who mutually reject each other, such combinations are the majority.

A wider range of combinations with other types of temperament are found in melancholic people, who consistently maintain interpersonal attractiveness to their own kind, with phlegmatic and sanguine people. The combination of a melancholic person with a choleric person occurs only once: choleric people, due to their irritability and “uncontrollability,” get along poorly (incompatible) with melancholic people and other choleric people, and melancholic people are better compatible with phlegmatic and sanguine people (Obozov N.N., 1989).

Thus, interaction is a complex multi-stage and multifaceted process during which communication, perception, relationships, mutual influence and mutual understanding of people are carried out.

Lecture 6. Types of interaction

The interaction, as already emphasized, is diverse. An indicator of this is its typology.

Usually there are several ways of interaction. The most common dichotomous division is: cooperation and competition (consent and conflict, adaptation and opposition). In this case, both the very content of the interaction (cooperation or competition) and the degree of expression of this interaction (successful or less successful cooperation) determine the nature of interpersonal relationships between people.

In the process of interaction the following appear: leading strategies of behavior in interaction.

1. Cooperation aimed at ensuring that the participants in the interaction fully satisfy their needs (the motive of either cooperation or competition is realized).

2. Reaction, which involves focusing on one’s own goals without taking into account the goals of communication partners (individualism).

3. Compromise, realized in the private achievement of partners’ goals for the sake of conditional equality.

4. Compliance, which involves sacrificing one’s own interests in order to achieve the goals of a partner (altruism).

5. Avoidance, which is a withdrawal from contact, the loss of one’s own goals to exclude the gain of another.

The division into types can be based on the intentions and actions of people, which reflect their understanding of the communication situation. Then allocate three types of interaction: additional, intersecting and hidden. Additional This is an interaction in which partners adequately perceive each other’s position. Intersecting - interaction, during which partners, on the one hand, demonstrate an inadequate understanding of the positions and actions of the other participant in the interaction, and, on the other hand,

clearly demonstrate their own intentions and actions. Hidden interaction includes simultaneously two levels: explicit, expressed verbally, and hidden, implied. It involves either deep knowledge of the partner, or greater sensitivity to non-verbal means of communication - tone of voice, intonation, facial expressions and gestures, since they convey hidden content.

Interaction is always present in the form of two components: content and style. Content determines around what or about what this or that interaction unfolds. Style indicates how a person interacts with others.

We can talk about productive and unproductive styles of interaction. Productive style is a fruitful way of contact between partners, contributing to the establishment and prolongation of relationships of mutual trust, the disclosure of personal potential and the achievement of effective results in joint activities. It is known that this style of interaction does not exist between people initially, but is established. At the same time, quite often the participants in the interaction, due to their personal characteristics, cannot adapt to each other, come to an agreement, overcome barriers, or establish trusting relationships. In other cases, having exhausted the adaptation resources available to them, having achieved some balance and trust in the first stages of interaction development, people cannot maintain effective relationships. In both cases we talk about unproductive style interaction is an unfruitful way of contact between partners, blocking the realization of personal potentials and the achievement of optimal results of joint activities.

The unproductiveness of an interaction style is usually understood as a specific embodiment in an interaction situation of the unfavorable state of the existing system of relations, which is perceived and recognized as such by at least one of the participants in the interaction. A real manifestation of the unproductiveness of an interaction style is a situation perceived by a person as “conflict”, “dead end”, as well as the anxiety, tension, negative relationships and emotions experienced. At the same time, people react to a problematic situation in interaction

in different ways: some solve it on their own, others need support and psychological help.

There are usually five main criteria allowing you to correctly understand the style of interaction.

1. The nature of activity in the position of the partners (in the productive style - “next to the partner”, i.e. the active position of both partners as participants in the activity, in the unproductive style - “above the partner”, i.e. the active position of the leading partner and the passive one that complements it slave's subordinate position).

2. The nature of the goals put forward (in a productive style - partners jointly develop both close and distant goals; in an unproductive style - the dominant partner puts forward only close goals, without discussing them with the partner).

3. The nature of responsibility (in a productive style, all participants in the interaction are responsible for the results of their activities; in an unproductive style, all responsibility is assigned to the dominant partner).

4. The nature of the relationship that arises between partners (in a productive style - goodwill and trust; in an unproductive style - aggression, resentment, irritation).

5. The nature of the functioning of the mechanism of identification and isolation in a productive style; extreme forms of identification and alienation in the unproductive.

Review questions

1. What is the interaction and what are the forms of its manifestation?

2. What are the dynamics of interaction?

3. What is feedback in interaction?

4. What leading strategies of behavior in interaction do you know?

Tasks for independent work

1. Try to describe your feelings and experiences at all stages of your acquaintance and interaction with some new person.

2. Try to record how your own interaction options differ from those of other people.

Structural and logical diagrams

Scheme 1. Dynamics of interaction development

Scheme 2. General characteristics of human interaction

Scheme 3. Types of human interaction

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Psychology

RELATIONS OF PEOPLE

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Interactions from an organizational perspective. One of the motivating reasons for interaction in an organization is the desire to achieve the goals of the organization.

We have already introduced the term “task requirements”, which are required for the behavior of people in order for them to successfully complete a particular task. To these requirements we can add interaction. Moreover, the more complex the task, the higher the requirements for interaction. These requirements can be studied from the point of view of the direction of information flow.

Top-down interaction (downward communication). Top-down interaction is interaction6 whose criteria are developed at the top management levels of the organization and then “descended” to lower levels. The main motivating reason for such interaction is to control and direct behavior at lower levels. Katz and Kahn (1978) identified five types of top-down interactions:

1. Working instructions. A directive about what should be done and how.

2. Working explanation (job rationale). Information aimed at understanding the task and linking it with other tasks.

3. Procedures and practices. Regulatory, policy and compensation information.

4. Feedback in production. Information about how well an individual, group, or organization performs in its responsibilities.

5. Setting (indoctrination) goals. Information of an ideological nature to instill a sense of mission.

Many top-down messages pass through several hierarchical layers. As it passes through each layer, two things happen: the content of the message becomes more specific and it can be distorted.

Bottom-up interaction. Bottom-up interaction is interaction that occurs at the lower levels of the organization and “goes” to higher levels. This interaction is the best feedback mechanism, allowing those at the top to evaluate the effectiveness of their top-down messages and the overall functioning of the organization below them. Although bottom-up interaction looks like a companion to top-down interaction, in practice it faces certain difficulties. For example, people don't like to communicate something "to the top" without knowing how the message will be received.

Lateral interaction. Lateral interaction, also known as horizontal interaction, occurs between individuals at the same organizational level. From an organizational perspective, the reasons for such interactions relate to task completion. It provides opportunities for coordination, which is especially necessary for people who work closely with each other.

External interaction. External interaction is called interaction that either arises within the organization and spreads beyond its borders (outward interaction), or, conversely, comes to the organization from the outside (inward interaction). External communication is absolutely necessary for the smooth functioning of an organization because the organization must provide information about itself (eg, its products or services) to the outside world and must receive information from the outside world about market opportunities, consumer demand, available materials and customer satisfaction. One of the most important types of external interaction is interaction with members of role sets outside the organization and changing the behavior of role players in accordance with their opinions. The opposite is also true, i.e. the impact of members of organizational sets located in the organization on the performers of roles outside it. Thus, external interactions can affect not only the organization's relationship with the environment, but also the internal functioning of the organization.

Communication from the group's point of view. As we have already seen, from an organizational point of view, the main incentive for interaction is the desire to complete a task. From a group point of view, on the contrary, the main incentive is the achievement of group goals. These goals may or may not overlap with the formal goals of the organization. A group achieves its goals by influencing its members to behave in a certain way. When a group member exhibits deviant behavior, the interaction between him and the rest of the group increases enormously.

The group tries to get him to change his behavior. If the individual complies, verbal encouragement may follow. If he persists, the group's reaction will be punitive. If after this the individual does not reconcile, he will be expelled from the group, so that all types of interaction, except those directly related to work, will be stopped.

Communication from an individual point of view. The fact that a group can use the opportunity to interact as a reward for an individual, and, conversely, punish him by depriving him of this opportunity, suggests that interaction represents a certain value for the individual. Thus, in addition to organizational and group ones, specifically personal motives for interaction also arise. There are several such motives.

Exerting influence. One of the motives for an individual's interaction with both the group and the organization as a whole is the opportunity to influence others to achieve a goal.

In the process of interaction, an individual may try to change someone's beliefs, points of view, behavior in such a way that they help him achieve some personal goals.

It should be noted that each specific element of interaction can serve to achieve not only individual, but also group and organizational goals. This may occur, for example, when the goals of the individual, the group, and the organization coincide with each other. But it may also happen that although the goals of the individual and the group or organization do not coincide, an act committed by an individual with the aim of strengthening his influence can serve to achieve, for example, organizational goals.

However, it may also happen that the individual’s achievement of his goals will conflict with the goals that the organization strives to achieve.

Reducing uncertainty. The second motive that motivates people to interact with others is to reduce uncertainty. For example, a person starting a new job may want to find out what the accepted norms of behavior are, what his role is, and who the more “senior” member of the work group is. In the future, other questions may arise, both having and not directly related to the work being performed. For example, this could be asking whether a person gets paid more or less than others and why, or what an unusual task from the boss means.

All of these issues make a person feel anxious and uncomfortable and can make it difficult for organizational members to do their jobs and control their actions. Therefore, people must interact with each other to reduce this uncertainty. Research conducted by White and Mitchell (1977) showed that an individual's attitude toward his or her job was highly dependent on the presence or absence of interaction between him and his coworkers. The perception of work and satisfaction from its performance strongly depends on the assessments given by colleagues.

Production feedback. People also interact with each other to get feedback on the work being done.

Although this is one type of uncertainty reduction, its importance is such that it deserves a separate study.

Feedback is important because it addresses the issue of achieving goals. It allows people to know if they are doing the right thing to achieve their goals. People can get feedback simply by asking each other questions or by analyzing indirect information they accidentally receive.

Society does not consist of individual individuals, but reveals the sum of those connections and relationships in which these individuals are relative to each other. The basis of these connections and relationships is formed by the actions of people and their interactions, which are called interactions. . Interaction- this is the process of direct or indirect influence of objects (subjects) on each other, which gives rise to their mutual conditionality and connections1

In interaction, a person’s attitude towards another person as a subject who has his own world is realized. In social philosophy and psychology, as well as management theory, interaction is understood not only as the influence of people on each other, but also as the direct organization of their joint actions, which allows the group to implement common activities for its members. The interaction of a person with a person in society is also the interaction of their inner worlds: the exchange of thoughts, ideas, images, the influence on goals and needs, the impact on the assessments of another individual, his emotional state.

Interaction is the systematic and ongoing performance of actions aimed at eliciting a response from other people. The joint life and activity of people both in society and in an organization on an individual basis has more stringent restrictions on any manifestations of activity or passivity. In the process of real interaction, the employee’s adequate ideas about himself and other people interact and people’s emotions are also formed - a leading factor in the regulation of their self-esteem and behavior in society.

There are two types of interaction in the organization - interpersonal and intergroup, which are carried out in the system of interpersonal relations and communication

. Interpersonal interaction in an organization- these are long-term or short-term, verbal or non-verbal contacts between employees within groups, departments, teams that cause mutual changes in their behavior, activities, relationships and attitudes. The more contacts occur between their participants and the more time they spend together, the more efficient is the work of all departments and the organization as a whole.

intergroup interaction- the process of direct or indirect action of many subjects (objects) on each other, which gives rise to their interdependence and the unique nature of the relationship. Usually it is present between entire groups of an organization (as well as their parts) and is an integrating factor.

. Interpersonal relationships (relationships)- these are the relationships between people that are subjectively experienced and in which the system of their interpersonal attitudes, orientations, expectations, hopes finds itself, which are determined by the content of joint activity1 1. In an organization, they arise and develop in the process of joint activity and communication.

. Communication- a complex, multifaceted process of establishing and developing contacts and connections between people, generated by the needs of joint activities and includes the exchange of information and the formation of a unified strategy for interaction between people and people2. Communication in an organization is included primarily in the practical interaction of people (joint work, training) and ensures planning, implementation and control of their activities. Indeed, the basis for communication between people in an organization is joint activity that unites them to achieve a specific goal. A broader understanding of the factors that motivate people to communicate is outlined in. Western science. Among them, first of all, we can name the following:

Exchange theory (J. Homans): people interact with each other based on their experience, weighing possible rewards and costs;

Symbolic interactionism (J. Mead, G. Bloomer): people’s behavior in relation to each other and objects in the surrounding world is established by the meanings that they attach to them;

Impression management (E. Hoffman): situations of social interaction similar to dramatic performances in which actors try to create and maintain pleasant impressions;

Psychological theory (S. Freud): human interaction is strongly influenced by ideas learned in early childhood and conflicts

In the process of personnel selection, formation of production groups and teams, the manager should take into account a number of psychological characteristics of the behavioral reactions of individuals from the initial stage of development of their interaction

Thus, at the initial stage (low level), interaction is the simplest primary contacts of people, when between them there is a certain primary and very simplified mutual or one-sided “physical” influence on each other for the purpose of exchanging information and communication, which, due to specific reasons, can not achieve your goal, and therefore do not acquire comprehensive development.

The main thing in the success of initial contacts is the acceptance or non-acceptance of each other by the interaction partners. Moreover, they do not constitute a simple “sum” of individuals, but are some completely new and specific formation of connections and relationships that are regulated by real or imaginary difference - similarity, similarity - contrast of people involved in joint activities (practical or mental). Differences between individuals are one of the main conditions for the development of their interaction (communication, relationships, compatibility, wear), as well as themselves as individuals.

Any contact begins with a concrete sensory perception of the appearance, characteristics of the activities and behavior of other people. At this moment, as a rule, the emotional and behavioral reactions of other individuals to each other dominate.

Relationships of acceptance and non-acceptance are manifested in facial expressions, gestures, posture, gaze, intonation, and the desire to end or continue communication. They indicate whether people like each other or not. If not, then mutual or unilateral reactions of rejection occur (gliding gaze, withdrawing the hand during a handshake, distraction of the head, body, “sour face” gestures, fussiness, running away, etc.). Conversely, people turn to those who smile, look directly and openly, turn their faces, respond with a cheerful and cheerful intonation, as those who are trustworthy and with whom they can develop further cooperation based on joint efforts and strong efforts.

Of course, the acceptance or non-acceptance of each other by interaction partners also has deeper roots. Therefore, it is necessary to distinguish between scientifically based and proven levels of homogeneity - different rarities (degrees of similarity - differences) of interacting participants.

The first (or lower) level of homogeneity is the ratio of individual (natural) and personal parameters (temperament, intelligence, character, motivation, interests, value orientations) of people. Of particular importance in interpersonal interaction are the age and gender differences of partners.

The second (upper) level of homogeneity - heterogeneity (degree of similarity - contrast of participants in interpersonal interaction) - is the ratio in the group (similarity - difference) of opinions, attitudes (either likes or dislikes) to oneself, partners or other people and to the objective world (including in joint activities). The second level is divided into sublevels: primary (or ascending) and secondary (or effective). The primary sublevel is an ascending correlation of opinions given in interpersonal interaction (about the world of objects and their own kind). The second sublevel is the correlation (similarity - appearance) of thoughts and relationships, as a consequence of interpersonal interaction, exchange of thoughts and feelings between participants in joint activities1. The congruence effect also plays a major role in the interaction at its initial stage.

congruence(Latin congruens, congruentis - proportionate, corresponding, that which coincides) - confirmation of mutual role expectations, the only resonant rhythm, consonance of the experiences of the contact participants

Congruence provides for a minimum amount of inconsistency in the key moments of the lines of behavior of the participants in the contact, which results in the release of tension, the emergence of trust and sympathy on the subconscious level.

congruence is enhanced by the partner’s sense of complicity, interest, and mutual search activity based on his needs and life experience. It may appear from the first minutes of contact between previously unfamiliar partners or not arise at all. But the presence of congruence indicates an increased likelihood that the interaction will continue. Therefore, in the process of interaction, it is necessary to try to achieve congruence from the first minutes of contact.

In shaping the organizational behavior of employees of an organization based on the development of interpersonal interaction, it is necessary to take into account a number of factors that contribute to the achievement of congruence. The main ones include:

1) the experience of self-reliance, which occurs in the following cases:

Connectedness of the goals of the subjects of interaction with each other;

The presence of a basis for interpersonal rapprochement;

The subjects belong to the same social group;

2) empathy (gr empatheia - empathy), which is more easily realized:

For establishing emotional contact;

Similarities in behavioral and emotional reactions of partners;

Having the same attitude towards any subject;

In case of drawing attention to the feelings of partners (for example, they are simply described);

8) identification, which is strengthened:

When living, various behavioral processes of interacting parties;

When a person sees his own character traits in another;

When partners seem to exchange thoughts and conduct a discussion from each other’s positions;

If there are references to previous cases;

With common thoughts, interests, social roles and positions

As a result of congruence and effective primary contacts, feedback is established between people - a process of mutually directed actions that helps maintain subsequent interaction and during which there is also an intentional or unintentional message to another person about how his behavior and actions (or their consequences) are perceived or been through.

There are three main functions of feedback. He usually:

Regulator of human behavior and actions;

Regulator of interpersonal relations;

A source of self-knowledge

Feedback can be of different types and each of its variants corresponds to one or another specificity of interaction between people and the emergence of stable relationships between them

Feedback can be:

Verbal (transmitted in the form of a speech message);

Non-verbal, that is, one that is carried out using facial expressions, posture, voice intonation, etc.;

Such that it is embodied in the form of action, focused on identifying, indicating to another person understanding, approval and manifests itself in joint activity

Feedback can be immediate and delayed in time, strongly emotionally charged and transmitted by a person to another person as a certain experience, or with minimal manifestation of emotions and their corresponding behavioral reactions.

In different types of joint activities, different types of feedback are appropriate. Therefore, it should be noted that the inability to use feedback significantly impedes the interaction of people in the organization and reduces the effectiveness of management.

The psychological commonality of the participants in the organizational interaction of the situation strengthens their contacts, helps the development of relationships between them, and contributes to the transformation of their personal relationships and actions into common ones. We were made up of needs, interests, relationships in general, being motives, they determine promising directions of interaction between partners, while their tactics are also regulated by mutual understanding of the characteristics of people, their images and ideas about each other, about themselves, and the tasks of joint activity.

At the same time, the regulation of interaction and relationships between people is carried out not by one, but by a whole group of images. In addition to the images-images of partners about each other, the system of psychological regulators of joint activity includes images-images about themselves - the so-called. Self-concept, the totality of all an individual's ideas about himself, which leads to the beliefs of his behavior, with the help of which a person determines who he is. Also included are the partners’ ideas about the impressions they make on each other, the ideal image of the social role played by the partners, and views on the possible results of joint activities. And although these image-representations are not always clearly recognized by people, the psychological content, concentrated in attitudes, motives, needs, interests, relationships, is revealed through volitional actions in various forms of behavior directed towards a partner.

At the initial stage of the process of interaction between people in a group (organization), active cooperation gradually develops and increasingly becomes embodied in an effective solution to the problem of combining the mutual efforts of workers. This stage is called productive joint activity.

There are three forms, or models, of organizing joint activities:

Each participant performs his part of the overall work independently of the other;

The overall task is performed sequentially by each participant;

There is a simultaneous interaction of each participant with all the others (characteristic in the context of a team organization of work and the development of horizontal connections), the actual existence of which depends on the conditions of the activity, its goals and content.

In an organization or its subdivisions, the desires of people can still lead to clashes in the process of coordinating positions, as a result of which people enter into relationships of “agreement - disagreement” one after another. If they agree, the partners are involved in joint activities. In this case, roles and functions are distributed between the participants in the interaction. These relationships cause a special direction of volitional efforts in the subjects of borrowing, associated either with a concession or with the conquest of certain positions. Therefore, partners are required to demonstrate mutual tolerance, composure, perseverance, psychological mobility and other volitional qualities of the individual, based on intelligence and a high level of consciousness and self-awareness. While interaction between people is actively accompanied and mediated by the manifestation of complex socio-psychological phenomena, which are called compatibility and incompatibility or wear and tear - lack of use. Interpersonal relationships in a group (organization) and a certain degree of compatibility (physiological and psychological) of its members give rise to another socio-psychological phenomenon, which is commonly called “psychological climate.”

There are several types of human compatibility. Psychophysiological compatibility is based on the interaction of the characteristics of temperament and the needs of individuals. Psychological compatibility presupposes the interaction of characters, intelligence, and motives of behavior. Socio-psychological compatibility is a prerequisite for the coordination of social roles, interests, and value orientations of the participants. Finally, socio-ideological compatibility is based on the commonality of ideological values, the similarity of social attitudes in relation to various facts of reality related to the implementation of ethnic, class and religious interests. There are no clear boundaries between these types of compatibility, while extreme levels of compatibility, for example, physiological and socio-psychological, socio-ideological, have obvious differences1.

In joint activities, control on the part of the participants themselves is noticeably activated (self-monitoring, self-checking, mutual monitoring, mutual checking), which affects the executive part of the activity, including the speed and accuracy of individual and joint activities.

However, it should be remembered that the driver of interaction and joint activity is, first of all, the motivation of its participants. There are several types of social motives for interaction (i.e., motives due to which a person interacts with other people):

Maximization of common (joint) gain (motive of cooperation);

Maximizing one's own gain (individualism);

Maximizing relative gain (competitiveness);

Maximizing the gain of another (altruism);

Minimizing the other's gain (aggression);

Minimizing differences in winnings (equality) 2. Mutual control exercised by participants in a joint

activity, can lead to a revision of individual motives for activity if there are significant differences in their focus and level. As a result, individual motives begin to be adjusted and coordinated.

During this process, thoughts, feelings, and relationships of partners in joint activities are constantly coordinated in various forms of influence of people on each other. Some of them encourage the partner to take action (orders, requests, proposals), others authorize the partners’ actions (agreement or refusal), and others call for a discussion (question, reflection), which can take place in different forms. However, the choice of influence is more often determined by the functional-role connections of partners in joint work. For example, the control function of a leader (manager) encourages him to frequently use orders, requests and sanctioning responses, while the educational function of the same leader often requires the use of discussion forms of interaction. In this way, the process of mutual influence of interaction partners is realized. With its help, people “share” each other, trying to change and transform mental states, attitudes and, ultimately, the behavior and psychological qualities of participants in joint activities.

Interaction- this is the process of direct or indirect influence of objects (subjects) on each other.

In addition, interaction in social psychology usually means not only the influence of people on each other, but also the direct organization of their joint actions, allowing the group to implement activities common to its members.

Interaction is usually classified by shape. In this case, a distinction is made between interpersonal and intergroup interaction, interpersonal relationships and communication.

Interpersonal interaction - These are accidental or intentional, private or public, long-term or short-term, verbal or non-verbal contacts and connections of two or more people, causing mutual changes in their behavior, activities, relationships and attitudes.

Main features such interaction are:

The presence of a goal (object) external to the interacting individuals, the achievement of which requires mutual efforts;

Explicitness (availability) for observation from the outside and registration by other people;

Situationalism is a fairly strict regulation by specific conditions of activity, norms, rules and intensity of relationships, due to which interaction becomes a rather changeable phenomenon;

Reflexive ambiguity is the dependence of its perception on the conditions of implementation and the assessments of its participants.

Intergroup interaction - takes place between entire groups (as well as their parts) and acts as an integrating (or destabilizing) factor in the development of society.

Interpersonal relationships(synonym: relationships) are subjectively experienced relationships between people, in which the system of their interpersonal attitudes, orientations, expectations, determined by the content of joint activity, is manifested." They arise and develop in the process of joint activity and communication.

Communication - a complex multifaceted process of establishing and developing contacts and connections between people, generated by the needs of joint activities and including the exchange of information and the development of a unified strategy for interaction 2. Communication is usually included in the practical interaction of people (joint work, learning, collective play, etc.), ensures planning, implementation and control of their activities.

The process of human interaction can be divided into three stages (levels): initial, middle and final.

On your own initial stage(lower level) interaction represents the simplest primary contacts of people, when between them there is only a certain primary and very simplified mutual or one-sided “physical” influence on each other for the purpose of exchanging information and communication, which, due to specific reasons, may not achieve its goal goals, and therefore not receive comprehensive development.

The main thing in the success of initial contacts is the acceptance or non-acceptance of each other by the interaction partners. Acceptance-rejection relationships are manifested in facial expressions, gestures, posture, gaze, intonation, and the desire to end or continue communication. They indicate whether people like each other. If not, then mutual or unilateral reactions of rejection follow (gliding gaze, withdrawing the hand when shaking, turning away the head, body, fencing gestures, “sour face”, fussiness, running away, etc.) or termination of the established contact.

The congruence effect also plays a major role in interaction at its initial stage. Congruence - confirmation of mutual role expectations, complete mutual understanding, a single resonant rhythm, consonance of the experiences of the contact participants. Congruence presupposes a minimum of disagreements in the key points of the behavior lines of the contact participants, which results in the release of tension, the emergence of trust and

The main factors for achieving congruence usually include:

a) the experience of belonging, which occurs in cases of:

When the goals of the subjects of interaction are interconnected;

When there is a basis for interpersonal rapprochement;

Belonging of subjects to the same social group;

b) empathy, which is easier to realize:

When establishing emotional contact;

If the behavioral and emotional reactions of the partners are similar;

If you have the same feelings towards a certain subject;

When attention is drawn to the feelings of partners (for example, they are simply described);

c) identification that is strengthened:

With liveliness and variety of behavioral manifestations of the interacting parties;

When a person sees his own character traits in another;

When partners seem to change places and conduct a discussion from each other’s positions;

With common thoughts, interests, social roles and positions. As a result of congruence and effective primary contacts, Feedback between people

There are three main functions of feedback. It usually acts as: 1) a regulator of human behavior and actions; 2) regulator of interpersonal relationships; 3) a source of self-knowledge. Feedback can be of different types, and each of its variants corresponds to one or another specificity of interaction between people and the establishment of stable relationships between them. Feedback can be: a) verbal (transmitted in the form of a speech message); b) non-verbal, i.e. carried out through facial expressions, posture, voice intonation, etc.; c) expressed in the form of an action focused on demonstrating, showing another person understanding, approval and expressed in joint activity. Feedback can be immediate and delayed in time, it can be brightly emotionally colored and transmitted by a person to another as a certain experience, or it can be with minimal experience of emotions and behavioral responses.

On middle stage process of interaction between people, which is called productive joint activity, the gradually developing active cooperation is increasingly expressed in an effective solution to the problem of combining the mutual efforts of partners.

Usually, three forms or models of organizing joint activities are distinguished: 1) each participant does his part of the common work independently of the other; 2) the common task is performed sequentially by each participant; 3) simultaneous interaction of each participant with all others takes place. Their actual existence depends on the conditions of activity, its goals and content.

At the same time, at this time, the interaction of people is actively accompanied or mediated by the manifestation of complex socio-psychological phenomena, called compatibility-incompatibility(or operation or failure).

There are several types of compatibility. Psychophysiological compatibility is based on the interaction of the characteristics of temperament and the needs of individuals. Psychological compatibility presupposes the interaction of characters, intellects, and motives of behavior. Socio-psychological compatibility involves the coordination of social roles, interests, and value orientations of the participants. Finally, socio-ideological compatibility is based on the commonality of ideological values, on the similarity of social attitudes (in intensity and direction) - regarding possible facts of reality related to the implementation of ethnic, class and religious interests.

It should be remembered that the engine of interaction and joint activity is, first of all, motivation its participants. There are several types of social motives for interaction (i.e., reasons for which a person interacts with other people):

1) maximization of total gain (motive of cooperation);

2) maximizing one’s own gain (individualism);

3) maximization of relative gain (competition);

4) maximizing the gain of another (altruism);

5) minimizing the other’s gain (aggression);

6) minimizing differences in winnings (equality).

Forms of influence of people on each other in the process of activity. One of them encourage partner for action (order, request, proposal), others authorize actions of partners (consent or refusal), third call for a discussion(question, reasoning). The discussion itself can take place in the form of a meeting, conversation, debate, conference, seminar and a number of other types of interpersonal contacts.

Highest level interaction is the exclusively effective joint activity of people, accompanied by mutual understanding.