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Essential characteristics of psychological and acmeological counseling

The essential characteristics of individual forms of psychological and acmeological counseling for employees, managers, top managers, differs from other types of psychological assistance to clients (family, age-psychological counseling, assistance in solving personal problems, etc.), which can be represented through clarification of its following features .

1. At the level of the initial request, the problems that the client poses to the consultant are very rarely personal.

2. The subject of psychological analysis in the process of advising a client-manager is often the problem of achievement, or, in other words, the top rather than the deep problems. Although the analysis of the nature of the client’s difficulties is closely connected with the search for ways out of difficulties, the consultant’s excessive focus on the in-depth study of “why things got so bad”, as well as the psychologist’s focus on explaining the reasons for the unsatisfactory state of the client’s official, managerial and organizational activities It turns out to be less preferable compared with the search for the optimal path of movement to the desired result.

3. The position of the client-manager, client-manager, employee, occupied by him in relation to the consultant-psychologist will gravitate to the "primary-parental position", to communicate with the consultant "top-down", as the most familiar. In other areas of psychological counseling, the client is equally likely to be inclined to take positions in communication with the counselor “on equal terms,” “top-down,” “bottom-up,” figuratively reflected in the concepts of “adult position,” “parent-parent position "," child subordinate position. " (These terms and concepts are basic in approaching the advisory work known as transactional analysis).

4. The contradictory attitude of the client to the counseling process. A client-manager is a person who, as a rule, has achieved a lot in his professional life and has made a successful career. This is largely a man of success, as he perceives himself. The contradictory attitude of such a client to counseling is a consequence of the fact that, on the one hand, he is used to feeling successful, he is used to relying on his abilities to analyze, make decisions, take responsibility, and on the other, the very fact of seeking psychological help can be perceived by him as loss of these abilities.
In addition, the involvement of a consultant psychologist in solving managerial problems is inevitable, from the point of view of the client-manager, due to a decrease in its information security. After all, any of the topics discussed with a consultant psychologist suggests its closeness. This includes problems of their own image, the nuances in managing and manipulating subordinates, analyzing and interpreting the motives of their team members, developing options for interacting with opponents, and preparing for negotiations. All these requests, of course, are united by one problem - trust in people, which for the leader has not only personal meaning, but also professional significance. A psychologist who advises the manager on these issues, often by the very fact of his existence, can give rise to a feeling of inferiority in the client, expressed in the form of rejection, rejection, even aggression towards the consultant.

5. Specific causes of distrust of the client to the consultant. It can be caused by such client's considerations as: “If you are so smart, why don’t you try to manage yourself, to occupy a responsible office, but just advise?” This unspoken question is often gradually, “invisibly” affecting the overall counseling process. Its ambiguity can significantly reduce the effectiveness of many of the useful efforts of consultants.

6. Increased in comparison with all other categories of clients, the attention of managers to the possible leak of information used, revealed during the consultation process. This problem has no general solution. According to the most diverse researchers of the problems of consulting leaders and leaders, without engaging in psychology as a client, without turning him into a personal employee, into a client's trustee, no work is possible at all.

On the other hand, the bias of the psychologist makes him not only completely dependent on the client financially, morally, culturally, but deprives him of the possibility of a distant look at the client, at the corporate culture of the organizational norm-setting group, at the individual psychological culture of its participants.

7. Clients are fundamentally not oriented towards psychotherapy, communicative training in its canonical, “pure” form. The psychologist’s belief that a training group, a business game or, finally, individual therapy is a universal means of solving human problems, only interferes here.
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Essential characteristics of psychological and acmeological counseling

  1. Essential characteristics of psychological and acmeological counseling
    The essential characteristics of individual forms of psychological and acmeological counseling for employees, managers, top managers, differs from other types of psychological assistance to clients (family, age-psychological counseling, assistance in solving personal problems, etc.), which can be represented through clarification of its following features . 1. At the initial request level
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