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Keywords: social position, social role, psychological state, conflict, internalization,
creativity.
The success of creative management is largely determined by what social
positions employees occupy and what social roles they play in the organization. The
social position determines the employee's place in the system of managerial relations,
depends on his functional responsibilities and professional and qualification
characteristics. The social position determines the semantic content of the social role,
answering the question "what should this employee do" [2]. So, the social role in
creative management can be considered as a certain set of social functions and
standards of activity and behavior, implemented in accordance with the social position.
The content of social roles of innovative workers is determined by specific social
expectations (expectations), which are determined both directly by the organizational
and technological content of creative activities, and by social requirements for social
roles in specific periods of Social Development [10]. For example, changes in the
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economic systems of the post-industrial stage of development require knowledge of
innovative technologies, the ability to develop and implement creative projects, a
penchant for scientific and marketing activities, knowledge of foreign languages, skills
in business negotiations with stakeholders, and so on. The combination of possible
social expectations determines the content of social roles of employees of the
organization. The smaller the creative team, the better employees know each other, the
greater the personal nature of the statements. Individual psychological characteristics
can expand or complement each other, increasing the effectiveness of joint activities
or causing interpersonal conflicts.
There are a large number of Psychological Causes of interpersonal, intra-group
and inter-group conflicts in the organization. In particular, a conflict of roles occurs
when members of a creative group do not adhere to the adequate performance of social
roles due to the content of joint activities and the peculiarities of managerial
communications. For example, interpersonal vertical conflict can occur when the
manager notices the smallest mistakes in some subordinates, without noticing the
serious violations of other subordinates. Interpersonal horizontal conflict can be caused
by the formal attitude of a certain participant to the implementation of a joint project.
The reason for an intra-group Conflict of roles may be the manager's psychological
unwillingness to manage creativity. For example, team members take the initiative to
find new approaches to organizing the production process, but project management is
based on outdated dogmas. An intergroup conflict of roles can also begin between
divisions of an organization, when non-fulfillment of planned tasks by one blocks the
ability of another division to effectively perform interdependent tasks.
Having significant energy potential, conflict plays a significant role in regulating
the creative activity of the team. However, due to the predominance of acute emotional
experiences, it can be argued that it most often has a negative impact on the team.
Intrapersonal conflicts lead to psychological discomfort, emotional instability, and
personal uncertainty. Interpersonal and intra-group conflicts are accompanied by the
following negative manifestations::
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- violate the system of communication and relationships between employees;
- interfere with the achievement of the organization's goals;
- weaken group Unity;
- endanger the interests of specific participants in the conflict;
- undermine their authority and deprive them of the support of others;
- lead to fruitless waste of energy and resources;
- cause new conflicts to appear;
- they focus on the need to achieve "victory" in the conflict, and not on solving
the problem;
- reduce the efficiency of completing tasks and plans;
- increase staff turnover;
- cause feelings of dissatisfaction and negative emotional state in the participants
of the conflict;
- endanger the stability of the organization;
- hinder the introduction of innovations and reforms;
- contribute to the emergence of crisis situations [5].
In the context of rapid environmental changes, hidden conflicts (sabotage,
discontent) often occur in the organization, which is a kind of indicator of the level of
social tension in the team, so this type of conflict also needs constant study and
management.
However, conflict as a psychological phenomenon also has constructive
functions. In particular, intrapersonal conflict promotes introspection, self-reflection
and identification of priority needs, self-improvement of the individual. Interpersonal
and intra-group conflicts reveal different views on the problem, make it possible to
make group decisions more effectively, and individual employees can express their
own thoughts, contributing to their self – realization and self-affirmation, and so on.
The development of a conflict largely depends on the manager's awareness of its
significance and psychological ability to manage it. Conflict management should be
preceded by the stage of its diagnosis to determine the main components and causes of
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occurrence (fig.1). Determining the essence of the conflict situation, its adequate
understanding by each of the parties should become the basis for making further
decisions.
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