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Non-corporate communication
between employees also has its own charac-
teristics. Its main content, as a rule, is personal problems and the employees’ own
interests. The content of such communication is realized through other forms,
methods and techniques of information exchange. Observations by social psychologists show that in such communication openness, responsiveness, common values,
empathy, the ability to give the right advice and timely provide moral or psychological support are important.
At the same time, psychological science has also identified
specific factors
that determine the uniqueness of communication in the context of structural divisions of organizations and firms. These include:
- objective prerequisites (unity of economic, material and other motives for
joint activities) for the approval and development of higher forms of communication in conditions of corporate unity;
- certain regulation of the content and types of communication by the nature
of the professional activities of various specialists;
- widespread use of various means of communication and the specifics of
their application. This is due to the presence in the company’s divisions of employ-
ees with different social, educational, moral and other statuses;
- conditionality of the content, forms and means of communication by the
multinational composition of the structural unit. Each nation and nationality has its
own typical socio-psychological characteristics of communication. In this regard,
the manager must remember that not everything that is permissible in communication with an employee of one nationality can be implemented in relation to an employee of another.
These are just some of the features of communication in the context of the
functioning of an organization (company). Their list expands significantly in each
specific case and it is important for the manager to take them into account when
choosing the most effective technology for interacting with employees. However, in
any case, it must be based on the appropriate principles.
Principles of communication with employees
Among the basic principles of organizing and implementing communication
between a manager and their employees in recent years are the following psychological, pedagogical and organizational requirements, the implementation of which is one
of the conditions for its effectiveness.
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1. Communication with an employee should be carried out taking into account
their personal values and individual psychological characteristics. In order to achieve
the expected results in interaction with them, it is always necessary to take into account the fact that the psychological effect of each external influence on a person is
determined by the history of its development, its internal laws. Among these characteristics, human temperament stands out first. It must be borne in mind that employees with different types may perceive the same communication technology differently. Thus, a harsh tone may be completely acceptable in relation to a sanguine or
phlegmatic person, but will cause an explosion of indignation in a choleric person
and a state of depression in a melancholic person.
2. To carry out effective communication, it is necessary to know the general
patterns of functioning of the human psyche. To do this, the manager needs
knowledge of the mechanisms of assimilation of information, the peculiarities of its
perception during communication, factors influencing the productivity of thinking,
and the patterns of influence of the emotional and sensory sphere of the individual on
his general state.
3. The process of communication with an employee, its elements and technology must be thought in advance by the manager. It is especially important to take this
principle into account during the first time working as a leader (manager). This is due
to the fact that the novice specialist has not yet formed a behavioral stereotype that
reflects the characteristics of their new social (role) position. As a result, as practice
shows, it is at the beginning of a professional career that the most problematic communication situations arise.
4. The employee’s positive reaction to communication must be stimulated. It is
meant that in this case the manager provides favorable psychological support and
creates conditions for the employee’s interest in the exchange of certain professional,
social or other information.
5. Taking into account the external conditions in which communication takes
place. External conditions must be implemented in the interests of communication.
That is why it is necessary in all cases to know and anticipate those that will contribute to increasing its effectiveness.
6. Ensuring the activity of subjects of communication. Both the volume of information exchange and its objectivity depend on this. That is why, already at the initial stage of communication, the manager must use all the means at their disposal to
develop the employee’s interest in communication and his personal cognitive activity.
These and some other principles form the basis of models and special technol-
ogies for communicating with personnel developed in domestic psychology.
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Model and technology of communication with personnel
One of the productive and promising approaches, indicating a high level of
professional competence of a manager, is the practical use of effective technologies
for interaction with the personnel of the organization (company). Here, determination, communication skills, effectiveness, correctness and other aspects of communication are systematically manifested. Mastering the model and technology of communication seems possible if the manager ensures that the manager fulfills their responsibilities for organizing the functioning of the unit not manipulatively in an authoritarian leadership style, but based on taking into account the psychological characteristics of employees. The fundamental basis for solving this problem is based on
their ability to analyze the causality, nature and consequences of judgments, attitudes,
actions and deeds of subordinates. Only such an understanding of the leader’s influ-
ence on a subordinate can give the desired result without attracting additional efforts,
resources and establishing unnecessary regulation.
It is important for a manager to know that the determining factor in the reflection mechanism is its individual semantic conditioning. In this case, reflexive selfdetermination is understood, complemented by other ways of self-development of a
culture of communication. The creative social position of an employee formed in this
way, which steadily manifests itself and determines his well-defined assessments and
actions, is one of the essential signs of a manager’s mastery of the model of persua-
sive influence.
The persuasive influence in the vast majority of cases is based on the reflexive
humanistic concept and the practice based on it, which is successfully used by effective managers in our country and abroad. Its main meaning is to cultivate nondestructive ways of interaction, influence, development and self-development of employees. The essence of such influence is manifested in the manager’s desire for cocreation with staff, which is ensured by the constant development of his understanding of the breadth and increasing diversity (polyphony) of the individual values of the
internal and external life of each participant in communication. And only on the basis
of their vision, respectful attitude towards them, stimulation of personal selfrealization is an active influence on the thoughts and actions of employees.
Within the framework of this model, the manager’s ability to generate creative
grounds in everyday relationships with employees and, with their help, effectively influence the personnel of the department as a whole is manifested. At the same time,
through persuasive influence on a creative basis, the inclusion in the management
process and the assimilation by its subordinates of both the necessary normative regu-
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lations and cultural treasures (universal, state, national, religious, etc.) is ensured,
displacing those formed in our society on the basis of long-term socio-political evolution authoritarian-bureaucratic stereotypes of communication. Here the added value
acquires a significant meaning for each subject of joint activity.
This attractive idea can be effectively implemented with the help of selfimprovement, reflexive practice and other effective, both traditional and innovative
approaches to mastering the modern culture of communication. They provide a combination of productive experiences with new solutions, mutual enrichment and mutual
understanding. In particular, it provides an opportunity to non-conflictly displace stereotypes of indifference, disunity and irresponsibility, to adapt new employees to the
dynamically changing conditions of modern society, and their bosses to new approaches to management activities; approve the mentality of the leader (manager) of
the new economic formation, etc.
The model (Fig. 2) is based on the concept of persuasive influence by
A.Yu. Panasyuk. Within its framework, the main goal is to form a new psychological
position in the employee (judgment, view, attitude, claim, attitude, etc.) on the problem being solved in the case when it does not coincide with the previous stereotypes
of the subordinate. The model combines a set of hierarchically related elements of
persuasive influence, which are implemented in accordance with the noted algorithm,
which allows the manager to more productively solve problems not only of a purely
social nature, but also the most complex problems of the functioning of the unit.
The most important distinguishing feature of persuasive influence is the initial
management situation (requirement), which contains a contradiction in the positions
of the subjects of joint production or other activities on the issue at hand. Here the
manager does not need to force the subordinate to renounce their own position or
value. Suggestion, manipulation, personal example, request and even order can be
vain and ineffective. In such situations, it is advisable to use persuasive influence, the
main purpose of which is to form a new psychological position in the employee
(judgment, view, attitude, claims, attitudes, etc.), which characterizes his new attitude
to the problem being solved. The subordinate’s position at the time of persuasive influence reflects his internal values and needs. Practice has proven that this psychological education is sufficient for the emergence and manifestation of very specific behavior.
175
ЦЕЛИ
Формирование
первичного
образа требования
Знание требования
и его отражение
в сознании в виде
убеждения
Признание
требования как
собственной
ценности
Новая психологическая п
озиция
(после принятия т
ребования)
ФУНКЦИИ
Треб
ование
Сравнение
с собственными
образами
Сопоставление
требования
со своей системой
знания
Соотнесение
требования со
своей системой
ценностей
АЛГОРИТМ УБЕЖДАЮЩЕГО ВОЗДЕЙСТВИЯ
ВОСПРИЯТИЕ
ПОНИМАНИЕ
ПРИНЯТИЕ
РЕЗУЛЬТАТЫ
ВОСПРИЯТИЕ
требования
ПОНИМАНИЕ
требования
ПРИНЯТИЕ
требования
Fig. 2. Model of persuasive management influence
The employee's new psychological position differs from the previous one. It
can be formed as a result of persuasive influence in accordance with the most appropriate algorithm. Its implementation by the leader in the communication process al-
lows him to consistently achieve:
- the employee’s perception of the persuasive influence and the information it
carries, i.e. the formation of his primary image of the communicated value, requirement, along with his own value assessments;
176
- the employee’s understanding of the information’s persuasive influence,
which presupposes a real comprehension of the meaning and significance of the received requirement. The result of such understanding should be the acquisition of
knowledge about the requirement contained in the persuasive influence. In the mind
of the subordinate, this knowledge takes on the character of conviction;
- accepting the content of information with persuasive influence (interiorization
of external values). It acts as a process of incorporating the value of the received requirement into the structure of personal values. Due to the exceptional place and role
of “acceptance” in achieving the success of persuasive influence, it is important to
consider it in more detail.
The phenomenon of “acceptance” involves taking into account and using all its
conditions, factors and mechanisms in the context of a holistic persuasive influence.
They cover the following range of issues. An employee includes the manager’s re-
quirement in his own value system if it meets the following conditions: the requirement does not contradict his existing values; the resulting new orientation allows him
to better satisfy his interests and needs; the formation of attraction (attraction, attraction) between the manager and the employee. The noted conditions actually act in the
form of factors for accepting the requirement: synergy (acting together) of external
and internal values; stimulation by the result of accepting the requirements of one’s
own satisfaction (pleasure, comfort); formation of an effective dependent relationship
between the manager and the employee in his interests.
The noted conditions and factors of acceptance of the requirement determine
the functioning of the corresponding psychological identification mechanism — the
correlation of the requirement with one’s own system of values causes the employee
to either block it (defense, non-acceptance of the requirement), or emphasize it, forming the necessary value orientation for its implementation in professional activities.
This ensures the transformation of external values contained in the manager’s demands into the structure of the employee’s personal values. In addition, if the result is
a real satisfaction of one’s own needs, then the subordinate will show special inter-
est in it.
So, the mechanism for accepting a requirement is largely determined by the
manager’s skill in conveying to subordinate personnel a positive attitude for him,
which will strengthen the attraction between them. This leads to the development of
new value orientations among subordinates towards tasks solved in the process of
joint activities, and strengthens the combination of professional tasks and personal
interests of employees. As a result of accepting the value contained in the persuasive
177
influence, the goal of management communication is actually achieved. Thus, perception, understanding and acceptance of persuasive influence are components of its
algorithm, which subsequently forms the corresponding technology.
Persuasive technology
The technology of persuasive influence in its essence expresses the systemic
managerial influence of one employee (manager) on another (subordinate), which is
achieved by using an interrelated sequence of techniques, techniques and methods of
direct and indirect influence to ensure the most effective solution of professional
problems. It must meet the requirements of high unification, expansiveness (fast and
wide dissemination), productivity, practicality and accessibility.
Modern advances in human science make it possible to offer managers productive options for such technology. They represent a synthesis of the most effective private technologies, which are united by a single system-forming principle — the goals
of achieving optimal management. Such a holistic technology consists of a number of
effective independent technologies — research-analytical, design-prognostic, activity-regulatory and directly communicative. The presented technologies in content represent a set of psychological and pedagogical methods that make it possible to most
effectively achieve the goal of persuasive influence along the entire “route” of this
work. In terms of their composition, they can be represented as a strategy, tactics and
technique for the manager to use management tools in accordance with methodological, psychological, pedagogical and organizational guidelines.
The persuasive strategy reflects the general concept, intention and plan of the
manager to use methods for implementing this type of influence. This whole process
is subordinated to the final goal and involves the solution of three tasks:
1) diagnosing the employee’s initial positions in relation to the requirements
and orders of the manager. This allows us to develop the most effective tactics and
techniques for forming employee’s value orientations for accepting and fulfilling requirements;
2) destruction (destruction) of blocking negative psychological barriers in the
subordinate, which prevent the adoption of orders;
3) constructing new personal positions of the employee, expressing acceptance
of the requirement. In accordance with the intended strategy, the manager develops
and implements the most effective persuasive tactics. In specific conditions, it is
based on real problems and involves the use of the most rational techniques and
methods of persuasive influence.
178
Persuasive tactics establish a procedure for solving current problems that advance towards a common goal, using the most appropriate methods and means in accordance with the current situation. The most appropriate tactics are developed on a
legal basis, in accordance with scientific recommendations and taking into account
the real level of management results. It is designed to provide a flexible, effective
achievement of perception, understanding and acceptance of the value that is chosen
as the subject of persuasive influence.
The technique of persuasive influence of a leader is their art of holistically using the totality of forces, means, tools, methods and techniques to achieve the set
goal. Among the rational techniques that are designed to achieve acceptance of the
value of their demand, one can use argumentation, counter-argumentation, protection
from incorrect dispute, etc. For example, non-verbal techniques, non-standard methods of verbal communication, techniques for monitoring control and diagnosing relationships with staff will help the manager to successfully solve the problem attractions in the process of persuasive influence and communication in general. Their
comprehensive application must be methodically verified and coordinated in all areas. A leader's mastery of a proven methodology in combination with innovative approaches and actions is an important prerequisite for increasing the effectiveness of
persuasive techniques.
Mastering the practice of persuasive influence
The use of technology for the persuasive influence of a manager on the personnel of an organization (company) will greatly contribute to increasing the effectiveness of his management communication. Therefore, mastering it is an urgent practical
task for every manager. This provides an opportunity to use previously unclaimed reserves of all subjects of joint activities. For this purpose, the manager may find some
practical recommendations useful, the observance of which will contribute to mastering the practice of persuasive influence.
In the practice of management activities, the persuasive influence must be organically present in all management communications. Here it develops according to
certain stages, options, and expresses the nature of interactions between the manager
and staff.
Depending on the situation, the persuasive influence, passing through two stages of development, can be implemented at each of them according to one of the following options or directions.
179
The stage of perception and understanding of the requirement (the first stage)
involves the following options: complete perception and understanding; nonperception and misunderstanding of the requirement, about which information was
received from the subordinate; insensitivity and lack of understanding of requirements in the absence of feedback. Each of the options noted involves the manager using their own tactics to achieve full perception and understanding of the requirements. This will allow for a successful approach to the second stage of persuasion.
The second stage — acceptance of the requirement — combines two directions: acceptance of the value of the requirement and acceptance of the value of the
manager’s personality by the employee. This is due to the fact that in directly convey-
ing a demand, the subordinate sees and accepts both the value of the demands put
forward and the value of the one who makes it. Rejection of one of these values requires the leader to use new techniques to achieve success in the second stage. Two
directions are possible and implemented here.
The first direction is the employee’s acceptance of the manager’s identity, in
which four options are assumed:
1) exceptional authority of the leader (full acceptance);
2) external indifference;
3) open discrepancy between personal values;
4) complete rejection by the subordinate of the personality of the boss and their
demands.
The degree of discrepancy or coincidence in the employee’s assessments of
manager based on a comparison of their real status with their own evaluation criteria
should be known to the manager. This will provide them with the opportunity to
choose the right approach and implement effective measures to solve the problem of
personal perception.
The second direction involves accepting the value of the requirement as a new
personal value formation. Here the manager may be faced with four options for solving the problem, which are determined by the degree of mismatch between the value
of the requirement and the personal value of the subordinate:
1) complete discrepancy leads to rejection of the requirement;
2) partial discrepancy caused by the high self-esteem of the subordinate;
3) partial discrepancy due to low self-esteem of the subordinate;
4) rationally unresolvable contradictions that lead to conflicts between the sub-
ordinate and the boss and to the failure of the implementation of practical tasks.
All noted stages of the communicative process of persuasive influence are determined by the type of situation and real psychological barriers in management. The
180
variety of options for process development requires the manager to select the most
adequate technology. In addition, a creative approach to activity allows him to realize
the most effective persuasive influence.
So, in the practice of communication between a leader (manager) and the personnel of an organization (company), it seems appropriate and attractive to use persuasive influence. It, as evidenced by the results of special studies, is an important
tool in solving professional problems that do not always coincide with the interests
and needs of employees. Overcoming this inadequacy and achieving the greatest coincidence of corporate and personal interests requires the manager to master a productive model and technology of persuasive influence. Achieving this goal is facilitated by knowledge of the stated theoretical and applied developments in the psychology of communication.
Questions and tasks for self-testing of knowledge
1. Expand the concept and content of communication as a socio-psychological
phenomenon.
2. Identify the general features and features of the content of the communica-
tive, perceptual and interactive functions of communication.
3. Determine in what actions and behaviors the students in your group demon-
strate interpersonal, intragroup and individual roles.
4. What are the features of communication in an organization (company) and
how do they affect the efficiency of its functioning?
5. Assess the feasibility of the manager’s implementation of the model and
technology of communication with staff presented in this chapter.
Additional literature
1. Бороздина, Г.В. Психология и педагогика : учебник для бакалавров /
Г.В. Бороздина. — 2-е изд., испр. и доп. — Москва : Юрайт, 2016. — 477 с.
2. Психология и педагогика: в 2 ч. Ч 1: Психология : учебник для академического бакалавриата / под общей редакцией В.А. Сластенина, В.П. Каширина. — Москва : Юрайт, 2016. — 230 с.
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