COPING BEHAVIOR AND TYPE OF BEHAVIOR OF STAFF OF DEVELOPMENT ORGANIZATIONS IN CONFLICT SITUATIONS
DOI:
https://doi.org/10.32689/maup.psych.2026.1.7Keywords:
business, organization, personality, personal qualities, communication, conflict situation, crisis, staff, behavior, professional activity, communication, emotionsAbstract
Background. This article examines patterns of behavior in conflict situations among employees of development organizations engaged in business activities. The study involved 175 participants and was conducted during 2023– 2024. The following research instruments were applied: Thomas–Kilmann Conflict Mode Instrument, Lazarus’s Coping Strategies Inventory, and Heim’s Psychological Assessment of Coping Mechanisms. The results indicate that an increase in professional experience in the development sector is associated with a significant decrease in non-constructive conflict behaviors, such as competition and avoidance (p ≤ 0.001). Confrontational coping, characterized by aggressive efforts to change the situation, was identified among both managers and specialists. The distancing coping strategy was associated with cognitive efforts aimed at emotional detachment and reduction of the perceived significance of stressful situations (p ≤ 0.001). Participants demonstrating an avoidance strategy showed a tendency to withdraw from complex problem situations. Constructive behavioral strategies among personnel were characterized by seeking emotional and informational support, self-regulation and control of emotional responses, problem-solving planning, and taking responsibility through acknowledgment of one’s role in challenging situations and active attempts to resolve them (p ≤ 0.001). The findings suggest that the resolution of business-related situations is facilitated by a constructive coping strategy, which includes: a) direct problem-solving (predominantly among managers); b) mitigation of negative consequences and impacts (among both managers and specialists); and c) avoidance of problematic situations (predominantly among specialists) (p ≤ 0.001). Future research directions include the development and implementation of psychological and organizational support programs for personnel in development organizations.
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