Scientific Collection «InterConf», (39): with the Proceedings of the 8th International Scientific and Practical Conference «Science and Practice: Implementation to Modern Society» (December 26-28, 2020) at Manchester, Great Britain

 
Fig. 1. Conflict diagnosis [6] 
The emergence and development of conflict behaviors is influenced by various 
factors: socio-psychological and individual-psychological determinants of individuals, 
internal and external contradictions in the vision of the problem, heterogeneity of 
psychological properties of the individual due to social experience. An insufficient 
level of self-awareness in the perception of social situations can also contribute to the 
emergence of conflicts. 
The most important factor determining the effectiveness of performing a social 
Identifying visible participants in the conflict 
Identify other parties to the conflict 
Study of the biography of the conflict 
З‘ясування позицій суб’єктів, їх ролей 
Finding out the positions of the subjects, 
their roles 
Determining the intentions of the parties 
Do the parties want to agree themselves? 
Do the parties want to agree through an intermediary? 
Conflict 
resolution by 
other methods 
Search for a mediator 
Negotiations 
Negotiating with a mediator 
Identification of stakeholders 
affected by the conflict 
no 
no 
yes 
yes 

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role is its internalization, that is, a measure of understanding and acceptance of the role 
by an employee. Close in content to internalization is the phenomenon of inclusion in 
creative activity, which depends on the degree of compliance of the psychological state 
of the individual with the requirements of performing a creative search. The highest 
degree of inclusion in activity is personification, that is, the maximum identification of 
a person with an activity accompanied by ideological changes in self-perception under 
the influence of the creative process [1]. 
The practical mastery of a new social role, in turn, contributes to the formation of the 
employee's personal qualities such as organization, responsibility, ability to self-
development and self-education, which increases his competitiveness. With a high degree 
of employee involvement in the activities of a creative organization, personal qualities that 
have formed in the process of its implementation, can be transformed into character traits 
and projected into other areas of life. This phenomenon is called "professional nature", or 
"professional type of personality" [3]. For example, the creative attitude of the engineer to 
the development, the search for non-standard methods and forms of work, participation in 
the development of new technologies, can contribute to the formation of such personality 
traits as curiosity, creativity, which will be manifested in other activities. 
Fulfillment of one social role by an employee, his inclusion in the same type of 
recurring economic or managerial situations, can contribute to the formation of 
personal individual style, which facilitates the process of its adaptation, makes his work 
more effective, intensifies cognitive interest, promotes creativity, self-esteem. 
Increasing the prestige of the social role, the success of its implementation, the 
achievement of significant results cause a positive assessment by the environment, 
increase the level of self-esteem of the employee and his self-esteem. 
Non-acceptance of professional and functional role, lack of its internalization are 
observed when it does not meet the needs and personality of the individual, his self-
esteem in terms of content and conditions of implementation. Thus, expectant 
inconsistency can lead to intrapersonal conflict. Another negative manifestation of the 
incorrectly chosen socio-professional role is the syndrome of "professional burnout" - 

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the depletion of moral and physical strength of the employee, which over time 
inevitably affects both the effectiveness of professional activities and psychological 
and physiological well-being. 
Thus, the psychological dilemma of the creative manager is to combine 
diametrically opposed managerial influences to the creative staff. On the one hand, 
treat the expectations of ambitious creators with understanding and encourage other 
employees to the same attitude. On the other hand, the manager is obliged to limit the 
creative activity of performers in areas of work where only clear instructions are 
required [4]. Intuitive combination of scientific and artistic approaches in overcoming 
the considered psychological problem will promote achievement of the purpose of 
creative development of the organization. 
Innovative development requires the introduction of significant changes in the 
organization, in particular, such parameters as global goals, development strategy, 
organization of work, collective culture. The approach to changes in the socio-technical 
system includes the reorganization of the method of work (variable parameters - 
technology and personnel). Resistance to change, both on the part of employees and 
the organization as a whole, manifests itself in various forms of conflict. Open 
resistance can be manifested by strikes, reduced productivity, negligent performance 
of work and even sabotage. Hidden conflict is manifested by delays and absenteeism, 
demands to transfer to another job, unwillingness to work, loss of incentive, 
demoralization, increased errors and accidents. 
Within a large organization, the risk of conflict increases in highly specialized 
units that form their own development goals, the achievement of which is considered 
a priority compared to the overall development goals. The causes of such conflicts are 
the differences of different groups in the perception of values. Instead of an objective 
assessment of the situation of organizational development, priority is given to a 
favorable alternative to the development of one's own group and satisfaction of 
personal needs [7]. The conflict between the subordinate, who defends the right to 
always express his opinion, and the leader, who denies such a right in favor of 

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unconditional execution of the order, has the same nature. 
The subjective psychological factor of organizational conflict in the form of 
resistance to innovation is the conservatism of most employees. Conservatism is the 
biological law of conservation of the species through which mankind survived. People 
are characterized by the perception of the new as a threat, so in the first place they try 
to find and neutralize them. According to statistics, only 3-5% of the world's 
inhabitants belong to the innovative, active population, ready to experience innovations 
[9]. Others need time to get used to and adapt to change. Consider the various 
psychological states of a person who faces the need for systemic changes: 
1. Lack of trust. May apply to both the change project and its leaders. One of the 
filters of perception is perceptual protection: people are more willing to perceive 
situations that fit well with their current vision of the surrounding realities. If a person 
has a certain opinion, it is extremely difficult to convince him otherwise. 
Psychologically, people protect themselves from possible encroachments on their 
usual lifestyle, firstly, by perceiving only what they agree with, and secondly, by 
avoiding what could change their worldview, it does not agree with their own value 
orientations. 
2. Fear of the unknown. The need to make their own decisions in the face of 
change, change the style and attitude to activities, refusal or change in daily habits, etc. 
cause in people's minds fears of failure or error. 
3. The threat of loss of power and influence. Individual workers may see changes 
in the organization as a threat to their power and influence. For example, the basis for 
such influence in the team was control over the distribution of information or material 
resources. Following the changes that have led to redistribution, such workers or 
groups will resist change that may reduce their power and influence. 
4. Personality traits. For example, dogmatism is the immutability of personal 
beliefs. Individuals with a high degree of dogmatism are always prone to resistance to 
any change. Another psychological cause of conflict resistance to change may be 
dependence on others. Addicted people often lose the ability to assess the situation on 

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their own and resist change until they receive clear instructions and instructions. 
5. Habits. Until the conflict escalates, individuals can react to change in their usual 
way. A habit for an individual is a form of agreeing with the world around him and 
mastering the situation. Therefore, the ability to resist innovation depends on whether 
the person will see the personal benefits of changing habits. For example, an increase 
in wages for all employees will not cause resistance, but an additional condition for 
such an increase, which will significantly worsen the conditions of work and rest - will 
provoke a conflict situation [8]. 
Therefore, the task of creative management in this case is to develop mechanisms 
to facilitate the process of implementing change by minimizing resistance. The main 
psychological difficulty here is the need to upset the existing balance of social 
expectations, increasing the pressure of change, reducing (eliminating) the forces of 
resistance, ideally - to turn resistance to promote change. 
Effective methods of resolving the conflict overcoming resistance to change in 
the creative team are based on identifying opportunities to increase the creative 
component in the activity. An important role in overcoming resistance belongs to well-
established communications. Thus, it is important for the manager to obtain 
information about the habituation of employees to new working conditions, the essence 
of their real and imaginary problems. Adequate information flows can be a quality tool 
to prepare employees for innovation. The direct participation of the team in planning 
and implementing changes removes the risk of ignoring the goals of staff for 
professional development due to the dominance of organizational goals and increases 
the likelihood of self-regulation of the interests of employees, and consequently - their 
resistance will decrease. 
Psychological self-regulation is an integrative property of the individual, which 
combines intellectual, motivational, volitional, emotional spheres. Self-regulation of 
personality is considered by us as the unity of social and psychological manifestations 
of his consciousness and self-consciousness. The basis necessary for the formation and 
development of a system of self-regulation is a properly constructed communication 
organization capable of providing creative forms of personal development. 

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The functional aspect of self-regulation in the structure of overcoming resistance to 
change is manifested in tactical or strategic types. Tactical involves resolving a conflict 
situation in a short time as an instant response to manifestations of resistance in the form 
of a specific behavioral act or verbally. The strategic type of self-regulation is related to 
the individual's planning of purposeful changes in his consciousness. The resolution of 
intrapersonal conflict is based on the experience of self-knowledge of the mechanisms 
of management of internal creative reserves and contributes to the construction of a 
hierarchy of personal motives for self-realization and self-development.