What are the outcomes of the fifth International scientific-practical conference "Business psychology: theory and practice"?

As President of Russian Association of Business Psychologists, T. Yu. Bazarov paid special attention to the issues of self-organisation of the group, as the most important factor in the success of any group, including the community of business psychologists. Based on the work of well-known domestic social psychologists, such as A. V. Petrovsky, M. G. Yaroshevsky, L. I. Umansky he presented a definition of group self-organisation, which is important to remember for all who begin to create a new business, a new organisation: “The group's self-organisation is the ability of its leader and each member to develop their internal resources - personal structures of consciousness that give meaning to joint activities”.

Hypotheses for future research were derived, for example, “self-organisation is related to self¬development (development forces the group to form its own goal)”, “self-organisation is realized through crises (they are -- impulse to goal setting)”, “self-organisation is conditioned by the uncertainty of the external world (predictability and goal setting is contraindicated)”.

Thus, the psychology of business is a modern branch that responds to many paradoxes and challenges of the time. Positioning of business psychologists demonstrates a demand for an interdisciplinary, integrated view, where the psychologist's thought gives a new impetus to the management decision and helps to resolve these contradictions from a humanistic position, while not forgetting the main goal of the business aimed at creating a specific product demanded by society.

The report "The Role of Compassion in Promoting and Sustaining Healthy Organisational Cultures and Leadership. Practices -- an Emerging Agenda for Research" by Dr. Kathryn Waddington, Academic Director of the master's program in Business Psychology, University of Westminster, business psychologist, member of the ABP UK. Academic supervisor of the master's program Business psychology HSE. As a researcher and practitioner, K. Waddington perfectly understands the range of problems that arise in business and require psychological intervention. She presented the direction in business psychology, which has been developing for over 20 years at the University of Westminster, starting with the development of the model of S. Benton. As a business psychologist, K. Waddington works on an individual level with managers and staff of organisations.

The report asked the following questions: Is there a place for compassion in modern organisations? Can compassion help promote the values of a healthy moral relationship, a healthy organisational culture and relationships in an organisation? Can compassion change the face of leadership practices? Etc. These questions are important for those organisations where people are caring and sensitive to each other, where the leader can encourage employees, giving time to speak and reducing the effects of his pressure. At the University of Westminster we value compassion, we are inclusive and united, we think carefully, and that allows each of us to play our role. Based on the work of the Charles Darwin International Institute for the Study of Compassion, K. Waddington, showed that world science has structures that aim to support the development of a new generation of scientists and future leaders as experienced practitioners and promoters of compassion in a subject area of psychology.

The report presented the themes of business cases, within the framework of the problem of compassion. These include, for example, improving innovation and creativity, psychological security and trust, strengthening interpersonal relationships, reducing staff turnover, improving relationships in an organisation, etc. Since compassion engenders compassion, it can be expected that such an attitude towards people will spread throughout the organisation as more and more employees acquire the experience of appropriate behavior.

K. Waddington showed that organisational culture makes an important contribution to the development of people's compassion for each other in organisations. This is facilitated by such elements of culture as: underlying assumptions, shared values and beliefs, artifacts and symbols, etc. The evolution of these elements can lead to the formation of new patterns of behavior associated with compassion. As a business psychologist with great experience in research and practice, K. Waddington in her report makes the following conclusions: “Further research is needed in this area”. “A culture of compassion should be allowed to evolve not be imposed”. “Leaders -- as carriers of culture -- should embody compassion in their leadership practice”.

The report "Business psychology in the educational space" by E. N. Makhmutova, PhD, associate professor of the Department of Pedagogy and Psychology at the Moscow State University of International Relations was devoted to the current state of business psychology and the representation of this direction in Russian universities. Based on a thorough analysis of the curricula of Russian universities, E. N. Makhmutova singled out those universities where courses that relate to the field of business psychology are already being taught. Among them, for example, such universities as: Lomonosov Moscow State University, Higher School of Economics, Moscow State University of International Relations; Russian Economical University by G. V. Plekhanov, Saint-Petersburg State University, Tomsk State University, Dostoevsky Omsk State University, Kemerovo State University. At the bachelor and master levels the curricula of management, personnel management, psychology, sociology, conflict management, advertising and public relations, organisation of work with youth includes business psychology issues. In the education of the specialists, issues of business psychology were considered in the following disciplines: Psychology of official activities; Psychology of managing conflicts in an organisation; The psychology of negotiation; Organisational counseling; Psychology of decision making; Psychology of personnel motivation and stimulation; Coaching in organisations, etc.

In recent years, master's programs on business psychology have been opened in a number of universities. These include the following programs: Business Psychology (REU); Psychology in business (HSE); Entrepreneurship and Project Management (MSU); Strategic Human Resource Management (MSU). It was noted that the transformation of the methodological architectonics of Business Psychology as an academic discipline and scientific direction is associated with the mission of the university. An interesting conclusion was made about the difference between programs such as “Psychology in Business” and programs in Business Psychology. In the first case, the goal of the program is to study the psychological practice of increasing the success of business activities. In the second, to study psychological patterns and phenomena in the framework of economic activities.

It was interesting to learn that the development of business psychology has optimistic prospects at MSUIR. In particular, in the training of international affairs specialists in the area of Trade and Management. The report showed that the multidimensionality of the psychological component of the training of specialists in international affairs was manifested both in the theory and methodology of teaching foreign languages, translation in the field of professional communication, and in interdisciplinary studies of the features of the negotiation process, in preparation for intercultural communication, including international business.

The presentation by Dr. Warren Thorngate, Emeritus Professor of psychology, Carleton University, Academic supervisor of the master's program Business psychology HSE (Ottawa, Canada) "Contests and Competitions: Why the Best People Rarely Win?" was devoted to the subtleties of decision¬making process. The problem on which W. Thorngate's report is focused concerns a very important field of theory and practice of business psychologists, the behavior of employees in conditions of limited resources. Each organisation holds various contests and competitions. But how to organize these contests in order not to leave employees feeling a sense of injustice? And is it possible? To answer these questions, W. Thorngate and his colleagues conducted a study. The following research question was raised: What is the relationship between the merits of the contestants determined in the competition and the chances of winning the best of them?

Observation of contest participants showed that their number decreases with each round. At the same time, the average performance of the contestants increases with each round. In the end, all contestants become more similar to each other, which makes it difficult to choose the best. It turned out that the chances of winning depend not only on the ratio of its true merits, but also on the numb er of participants. The more participants, the harder is to select the winner. As competitors become more and more similar, the criteria used to evaluate them become less and less discriminatory. These and other problems of evaluating candidates for contests make us think about the procedure of contests held and the way of assessment of candidates.

Based on the study, W. Thorngate made a number of valuable suggestions for practice, allowing to improve the process of conducting competitions in general. Applicants who compete should do the following: pay close attention to the number of participants; consider the initial costs; do not blame yourself for losing; not to congratulate yourself on the victory; look for new and small contests, not old or big ones, because a small chance for a small reward is better than a small chance for a large reward.

And those who hold various contests or competitions (including organisations) need to do the following: to declare the selection criteria in a specific time frame; to announce the number of applicants; if it is difficult to distinguish the finalists, it is better to choose one at random and announce it to everyone; do not use the track record; not to allow the winners of one year to compete for several more years, it is better to distribute the gain in time.

Summarizing the presentation, W. Thorngate once again noted that organisations often hold contests or competitions to decide who should get a job, promotion or other desirable, but limited resources. Most of these decisions rely on the imperfect or erroneous indicators of a participant's merit, including a resume, job evaluation, interviews, and letters of recommendation. But with the help of computer modeling, laboratory research and case analysis, the alarming frequency of making wrong decisions based on these indicators was revealed. Wrong decisions can lead to some organisational pathologies resulting from wrong decisions. The work of a psychologist is, among other things, to study ways of minimizing wrong decisions by changing the rules for allocating resources. All these conclusions will be useful for organizing contests and competitions in companies. A business psychologist here can also act as a competent expert.

Dr. Javad Hatami, Professor, Institute of Cognitive Research of Tehran University, Director of PhD program `Social cognition' made the report on related issues -- “How Cognitive-Social Psychology Helps Reduce Energy Costs". As a cognitive psychologist, J. Hatami is interested in the research of basic cognitive processes underlying human behavior. He is interested in the problems of social cognition, which is viewed as a study of how people choose, interpret and use information to make judgments about themselves and the social world.

The report showed that the application of social cognition research in practice can help us understand the daily behavior of a person and provides tools for changing behavior in preferred directions. For example, behavioral and social research results can help policymakers implement more effective and efficient policies. The author asks the question: How can a cognitive psychologist be useful to education, health care, search for financial solutions, energy and the environment?

J. Hatami told about the study, which was conducted to get answers to this question at the Institute of Cognitive Studies at Tehran University. An example of a current situation for Tehran was considered. Since this country has a hot summer, people are faced with an increase in consumer demand for electricity, especially at the peak of the summer heat. This increase in electricity consumption, and especially peak demand, imposes high costs on the Ministry of Energy of Iran. In this regard, psychologists have prepared a project of behavioral intervention to reduce electricity consumption during peak periods. The work of psychologists was based on the method of intervention to the behavior in order to push a person to reduce electricity consumption, which included two strategies.

The first strategy was related to the use of social media and social networks. The second was aimed at focusing altruistic motivation and the desire to create a positive and consistent self-image.

In a pilot study, they asked some Iranian active Instagram users to post messages on their pages. They used several variants of calls, for example, I forgot to turn off my electronic devices; turn off my electronic devices; by turning off your devices, you save electricity. Then they asked users to fill out a questionnaire and tell which message they find most attractive. It was the message: I forgot to turn off my electronic devices. J. Hatami concludes how to use the so-called pushing ethics in cooperation with customers. He shows that this method works better when a person is not forced, but is given the opportunity to freely express his opinion. Such studies are very important for building communications in business, when employees are not limited in their desire to give information about their actions to managers.

The report "Mediation in Collective Bargaining as an Example of Conflict Management in a Business -- Polish Case" was presented by Dr. Leszek Cichobtazinski, Czestochowa University of Technology, Poland and Dr. Sidney Soares Filho, Professor of the School of Law Universidade de Fortaleza (UNIFOR) and Tribunal de Justifa do Ceara (Brazil). Based on a specific case of conflict management in the Polish business, the report was considered how to evaluate the processes of conflict resolution and mediation. They proceeded from the fact that conflict resolution and mediation processes are recognized as effective strategies in communications. In practice, intervention strategies should be defined taking into account the type of conflict (for example, a task, relationship or process) and the factors of its joint occurrence (for example, organisational level, cultural context, types of conflict). Conflict is viewed as an active disagreement between people with opposite opinions or principles or a struggle between two or more groups of people or countries.

Using fascinating examples and exercises, the authors showed that the role of the state in resolving conflicts in business is limited to the creation of proper legal norms. At the same time, the state also does not cover the costs of mediation. However, this system allows to resolve conflicts between trade unions and employers in a civilized manner. They showed that situations are possible when trade unions consider mediation only as an element of a whole collective dispute, and at the end of mediation they can declare a legal strike. However, in practice, trade unions often change their attitude, and mediation becomes a way to reach an agreement without using force.

The use of mediation in resolving conflicts in business allowed is to identify the negative aspects of economic policy. This is the case with collective disputes in a hospital. One of the causes of the conflict was a situation requiring a wage increase in the health care system. Parliament did not indicate the source of additional funds for wages, therefore the government did not implement it. Because of this, a number of conflicts have arisen in various healthcare institutions. Employers are not guilty of failing to pay the statutory amounts. This is an example of how a state (legislative power) can generate conflicts of industrial relations. Based on the study, the authors conclude that, in general, the law on collective dispute resolution in Poland is a good tool for managing relations of production. This allows to maintain control over the conflict in the organisation and in many cases to find a solution to the conflict, which is beneficial to both parties.

The report "Fashion and Reality in Management Consulting-the Eternal Search for a Panacea" was presented by Mikhail Ivanov, PhD, Certified Management Consultant, Senior Researcher of the faculty of psychology of Moscow State University, member of the vice presedent of the National Institute of CMC (Moscow). M. Ivanov shared his many years of experience as a management consultant and highlighted a number of important aspects characterizing the current state and development prospects of this area. First of all, he identified the most popular (fashionable) topics that management consultants are working on, such as: business process optimization; strategic planning; changing of organisational culture; leadership and team building; business modeling;

automation and digitalization; Holacracy and Agile; real difficulties of modern business: rapid and unpredictable changes, rapid obsolescence of technologies, a sharp increase in the competence requirements of employees, a shortage of unique specialists in the market, a change of generations, a drop in the profit rate in Russia and increased risks, the unwillingness of management to take on these risks, universality and uniqueness, big business and small business -- innovation.

Based on the experience of the consultant's interaction with companies in various regions of Russia, M. Ivanov singled out a number of the most common problems in business that can be classified as psychological. Many problems relate to the psychological state of managers of organisations in the context of growing instability, for example, an increase in the level of anxiety, fear that something might not work out. Therefore, as a defensive reaction, a belief in miracles appears -- the search for simple, universal solutions. And also there are expectations that the usual actions will lead to the usual consequences (everyone does what he used to do, and he is surprised that this does not lead to the expected result). Serious problems are related to the fact that businessmen are experiencing a crisis of self-realization, self-determination, which affects the understanding of who they are in business and society.

The logical conclusion of the report by M. Ivanov was the creation of the main characteristics of Russian management consulting. First of all, this is the position of the profession of a consultant among other professions, interaction with the customer. In this aspect, the profession of a consultant is assessed as a marginal and dependent profession. As a result, there are no criteria for evaluating and selecting a management consultant, but there is a chase for fashionable products. Consultants come to the market with what they can sell under the fashionable name. Therefore, the showiness becomes more important than efficiency. All this requires people with a wider outlook, the ability for a larger number of associations. In conclusion, the paradox of fashion in management consulting was presented. On the one hand, it stimulates actions that will have superficial, momentary consequences. But, on the other hand, it also creates a request for fast learner, growth of professionalism and marketing activity of the consultant. That's why it is important to pay attention to this issue and learn to analyze fashion trends as an element of their professional image.

The report by Sergey Eliseev, President of the National Institute of certified management consultants "Management and Consulting of the Common Sense" has also been devoted to the problems of management consulting. S. Eliseev showed that in modern conditions management consulting is in crisis, as well as many areas of business. He identified two conditions for the emergence of a crisis in management consulting: a) adverse conditions affecting the entire system; b) protective mechanisms of the managing worldview, which is unable to correctly reflect the causal effect.

The enhancement of these conditions is promoted by informational noise, the gap between real and virtual reality (the world under discussion and real world), the shift of requests for narrow solutions, fine-tuning, etc. Common sense in management turns out to be between bureaucracy and voluntarism, and is increasingly becoming a category for books about business, but not for reality. The report presented a typology of consulting assistance and a typology of interaction, which allow partly to come back to the common sense in management.

In the report "Feedback as an Instrument for the Development of Personality and Business" which was presented by Professor Lyudmila Dementiy, Doctor of Psychology, Dean of the Psychology Faculty of Dostoevskiy Omsk State University (Omsk), the questions of setting up feedback were considered. The report was based on the analysis of a wide experience of L. Dementiy as a management consultant in the business of building and evaluating feedback. In this work, the consultant answers such significant questions: How to make feedback to be a real tool for the development of employees? How to make the feedback to become a real impulse to change and self-development?

The report showed that in modern organisations feedback is of great importance, so it is widely used at different levels of management. The most significant effects of feedback for a business organisation are: free consulting company; breeding grounds, fertile soil for the growth of the company; indicator of success and professional business consistency; the basis for building constructive interpersonal relationships; personal development resource; the basis for building a first-class service; management tool. L. Dementiy showed that the feedback mechanism was applied at all levels of business psychological analysis: personality, team, business. Accordingly, feedback analysis was conducted in three areas: as a management tool, as a tool for team development and as a tool for personal development.

Considering feedback as a management tool, L. Dementia identified the following actions: express recognition of the employee and maintain high motivation; adjust expectations; improve performance; clarify the goals and objectives of the work; understand the causes of negative behavior; develop mutual understanding and trust; form cohesion and a team approach. Feedback is a tool for personal development, according to L. Dementiy, as it allows you to learn about the strengths of the individual. In addition, this tool allows you to: understand how a person is effective in these conditions and time; see yourself from the outside, plan development and track the progress. The report shows the main conditions for effective feedback. Feedback should: inspire for developmental reflection; be accepted.

There is a negative attitude to the feedback system and its adoption by management and employees in many organisations. Thus, an important conclusion in the report L. Dementiy was a generalization of feedback effectiveness factors. Among the main reasons for unwillingness to accept feedback in the organisation were identified: the person does not understand (does not remember) what is at stake; explicit evaluation of the content of the feedback; the presence of conflicting information in the message; the expressed opinion does not coincide with the self-perception of the person; a person has a fear of receiving negative information; individual characteristics of the person's emotionality, giving and receiving feedback; aggressive way of giving information; negative attitudes towards a colleague who gives feedback; the presence of other people in a situation, publicity; comparison with other (other) people.

At the same time, effective feedback factors are highlighted such as: reporting on human resources; compliance with the needs, expectations; goodwill, trust; novelty of information; competence and credibility of giving feedback; structure; significance of information; relevance; the presence of motivation to change; willingness to accept feedback; accounting for the condition of the person who is given feedback; focus of information on the zone of proximal development.

Session reports

Session reports reflected all the main areas of scientific research in modern business psychology: business psychology methodology, characteristics of personality and activity of a businessman, organisation as a business tool, problems of market and culture as factors of business development. The first section was devoted to the psychological characteristics of the individual in business (co-chair: Associate Professor Natalia Antonova). In the second section, the business psychological aspects of the external and internal environment of the organisation were discussed (co-chair: Professor Wladimir Stroh). A new element of the conference program was a specially organized students session (co-chair: Professor Takhir Bazarov, postgraduate student of the HSE Ruslan Kutuyev). In this section, HSE students presented the results of the research and shared their views on existing trends in personnel management. It was a very interesting experience for both the students and all the conference participants. Students also appreciated this experience of participating in the conference: “For the first time I presented the results of my work outside the classroom. Listening to the reports of other participants, I learned a lot of new things, it was also interesting to listen to the questions asked by the experts. I was inspired by this format of practically free exchange of ideas and thoughts. I would like to attend such an event more than once, hope that this tradition will continue in HSE”, shared Valentina Filyaeva (a student at the HSE, educational program “Psychology”).

Workshops

Workshops by leading practitioners in all substantive areas of business psychology were traditionally represented in the practical part of the conference: working with the personality, organisation, and market. First workshop "Emotional Competence as a Method of Raising Awareness of the Business Psychologist" was held Anna Lebedeva ICF (PCC ICF), General Director Of the international coaching Academy, Executive coach, team coach, founder and first President of ICF Russia (Moscow). A. Lebedeva presented the specifics of the Erickson approach to coaching as a process of professional partnership aimed at creative development, self-realization of the personality in all spheres of human life. According to the definition of coaching developed by the International Coaching Federation (ICF), coaching is a partnership process that stimulates the work of thought and creativity of the client, in which he with his coach maximize personal and professional potential.

It was shown how coaching is applied, which coaching competency model underlies its preparation, what effective and professional coaching means, and why coaching is important for business organisations. Participants were given the opportunity to visually see how a professional coach was working, which technologies he was using. The culmination of the workshop was a demonstration of the work of a coach with a client about the problem of professional development, which was masterfully conducted by A. Lebedeva. As a first-class coach, with many years of experience in various organisations and various people, she vividly showed how a correctly asked question can stimulate mental activity in analyzing one's own situation. She also demonstrated a subtle mastery of the technique of establishing psychological contact communicating with a client, the ability to create a favorable atmosphere so that a person would open up and be ready to continue to develop.

Workshop "Psychological Mechanisms and Channels of Advertising Influence (short and effective training for business)" was conducted by Olga Deyneka, Doctor of Psychology, Professor, Head of the Department of political psychology of St. Petersburg state University (St. Petersburg). In a short, structured form (based on a general psychological basis and a systematic approach) the following problems of the advertising influences were touched upon: psychological subtleties of advertising effects; psychological aspects of market positioning (form and content); methods and technologies of the impact of advertising on people's minds, methods of manipulation in advertising messages; factors of advertising effectiveness; classical schools of psychology in advertising and PR; communicative features of advertising, etc. In addition, features of advertising as a socio-political and cultural phenomenon were demonstrated.

The participants had got a wonderful experience of using psychological models developed by domestic scientists in business psychological practice. It was interesting to see how the model of the functional structure of the psyche by V. Ganzen, a representative of the Leningrad school of psychology, works in the analysis of advertising products. This model is based on an understanding of the core function of the psyche associated with the survival of organisms by increasing the efficiency of their interaction with the outside world. The survival function is provided by three components: stimulation of activity, mental reflection and the provision of communication with their own kind (communication, including communicative, perceptual interactive components). According to him, there are three vectors of analysis: mental reflection, activity and communication. O. Deineka showed that this model is an excellent resource for the work of a business psychologist in the development and analysis of advertising products. The participants of the workshop have all seen it. As a “homework”, an almost rhetorical question was posed: Is it possible to combine commercial effectiveness and the humanistic orientation of advertising influences?

Talina M. Vengrzhnovskaya, PhD, Founder and Director of the Institute of Creative Thinking, business psychologist, PCC ICF (Moscow) made the workshop “Integral Development of the Human Capital of the Leader and Team in VUCA World”. She showed that the modern world, which is characterized by a high degree of uncertainty, required new approaches to leadership in organisations. Therefore, the leader should have the ability for flexibility, adaptability, ability to think creatively, to be ready to introduce innovative practices. Based on ICT research, the most important leadership skills and effective tools that contribute to the development of the leader's personality, his ability to interact with the team, business partners, employees, were presented.

Participants were shown some original methods for unlocking the potential of leaders and teams based on creative thinking, developed in ICT, which are based on a combination of data from psychology, coaching, art therapy, the theory of quantum physics, the laws of visual perception, the theory and practice of art, and business modeling. Particular attention was paid to art coaching as a method of developing the creative potential of a person or team, as well as the subtleties of conducting a group coaching session.

Vitaly Tretyakov, Doctor of Psychology, Professor of the Department of Ergonomics and Engineering Psychology, Faculty of Psychology, St. Petersburg state University, IAEA expert, (St. Petersburg) and AlexandrZakharov, PhD, Lead Trainer «Aircompany «Russia», academician EAAP made the workshop "Business Games in the Aviation Business". V. Tretyakov and A. Zakharov has been working in game development for preparing personnel for companies with high security requirements for many years. According to their approach, the effectiveness of staff training in this area is determined not only by techniques and methods, but also by working with hidden psychological factors determining the behavior and interaction of pilots. So, a variety of psychological games are included in the learning process.

The workshop gave the participants opportunity to join the game, which is used for the training of professional pilots, taking into account national experience and international standards. These are the so-called generating games, which are actively developing by V. Tretyakov (Tretyakov, 2016). The game is based on the inclusion of participants in a situation that generates an understanding of what is happening through the actualization of knowledge and reinforces the “safe behavior” of flight personnel. It is interesting to note that the use of such games allows achieving the level of training of aviation personnel, which is recommended by the international aviation community to ensure the necessary level of flight safety. The participants felt in the game situation and got acquainted with the principles of developing various business games.

The workshop "In-depth Interview -- Method of Analysis and Correction of the Entrepreneur's Plan" was held by Peter Vlasov, PhD, consultant, trainer, head of research and publishing projects at the Institute of Applied Psychology “Humanitarian Center”. Member of IAAP, EAWOP (Kharkov, St. Petersburg). Participants became acquainted with the method of in-depth interviews as a method of analyzing and correcting the entrepreneur's intention. This method is mainly used in personal counseling, but P. Vlasov, following V. Znakov, who offered it to understand the truth, used this method to analyze the idea of the initiator of the organisation.

The process of forming the idea is the following: a) the emergence of emotions and experiences; b) the formulation of some explanatory discourse; c) awareness of its causes through internal dialogue; d) formalization of the idea in the form of individual (non-socialized), emotional values and concepts; d) the formation of ideas about how this idea unfolds in the resource model, social context and activities. P. Vlasov considers the value pattern of the “person-initiator” as the system-forming factor for the mental system of the organisation's plan. The vision of the organisation depends on the subjective readiness and objective conditions that together form an opportunity. Interpenetrating into each other, these components form the morphology of the design -- the elements plus the structure of the connections between them. The initiator's readiness is based on self-worth, i.e. its quality actually depends on the level of personal growth, which mediates the level of awareness of its own system of preferences (needs). In order to create an organisation, the specific values of the initiator must be compatible with the fact that for this (the creation of the organisation) it is really necessary to respect the objective requirements of the environment. The workshop convincingly showed that the structure of the plan of the initiators is fragmentary, not structured, not verbalized, and needs supervision and correction. The participants were shown the possibilities of the in-depth interview method for analyzing the design initiator's idea.

The workshop "The Semantics of the Influence of the Interior: the Practice of the Influence on Consumer Behavior" was conducted by Anna Kiseleva, PhD, Deputy Director of the “Humanitarian Center” (Kharkov, Ukraine). The participants saw how the analysis of the semantics of the interior can be used to design its influence on consumers. As a psycholinguist A. Kiseleva, is using the technique of semantic analysis, studding the semantic meaning of units of language. At the workshop she presented her understanding of the semantics of the influencing interior based on previous research.

The experience of semantic analysis of the interior is important for business psychologists who conduct research and practical work with clients, for example, in organizing training space, consulting, coaching sessions, as well as working with the needs and emotional state of consumers. The interior as a creating environment is an organized system of things, structures perception, informs a person of his role, encourages certain actions, sets an emotional state (who is he in this space, what does he feel he will do). The interior influences by the structure of space, the location and classification of objects, their variety, richness and content.

In a series of empirical studies of the affecting interior, A. A. Kiseleva found out that consumers prefer interiors with such semantic characteristics. Constructive - allows you to “design space”, to be in the role of an active creator. Transformable -- allows you to transform the space “for specific goals”, organize the space for “for yourself”, allow you to feel like the “master” of the situation. Volumetric, nonlinear -- contains several territories and semantic zones. Unregulated -- does not set the routes rigidly, leaves freedom to “lay” routes. Generating -- generates a lot of associations, stimulates the imagination, enterprise, contains intrigue at the expense of “secluded / mysterious” places, creates the ability to invent, fantasize, “mentally transferred to other realities”. The participants were shown an analysis of the attitude to the interior using projective and psycholinguistic methods, which allow them to uncover unconscious, intuitive, emotional reactions.

Trends and perspectives of business psychology

The scientific program of the conference showed the breadth and the depth of modern research in the subject field of business psychology as a direction of applied psychology. The reports and workshops presented the entire subject area of business psychological activities in the organisation: personal factors of creating a business; psychological factors and patterns of success in business; psychological aspects of decision making; problems of self-determination of the person; factors of individual development; problems of diagnosing an organisation as a business tool; organisation of teamwork; personnel training methods; analysis of consumer behavior; psychology of intercultural interaction, etc. The results of the conference allow us to say that today the business psychology is the branch in psychology that unites specialists at various levels in the interdisciplinary level, united by a common goal -- to make business more efficient and more “humane”, contributing to the subjective well-being of people personal and professional development.

Let's concentrate on the trends in the development of the business psychology in Russia, which appeared during the conference. First of all, it is important to note that the presentations and their discussion showed the breadth and the depth of research devoted to the subject field of business psychology as a direction of applied psychology. Despite the fact that this direction arose in response to the demands of practice and began its development from the search for new tools and technologies in working with individuals and organisations, there is now a tendency to search for theoretical approaches that can be the basis of business psychological practice.

There has been a tendency to search for a deeper psychological validation of business psychological tools, an appeal to the fundamental directions of psychology. There is also a focus on the search for integrated approaches that can be the basis for the development of business psychological practice.

A more clear understanding of the structure of business psychology from the perspective of personal, organisational, social, cultural factors of business management was indicated. The strengths of business psychologists in the context of their ability to systematically solve problems and rely on an interdisciplinary approach were identified. The main center for the training of business psychologists in our country is the program “Psychology in Business” at HSE. But interest in business psychology also appears in other universities, where relevant courses and programs are being introduced (MSUIR, REU, and others).

There is a growing interest in business psychological issues from business organisations. In organisations knowledge of the practical significance of a model of business psychology that develops at HSE is emerging. An increasing role in the activities of business psychologists is assigned to research, analysis and data reporting.

The demand for the personal and professional level of the business psychologist is consistently growing. This specialist works on the development of the head, staff, organisation. He must have a high level of professionalism, breadth of outlook, a humane attitude towards man and the world. Therefore, a business psychologist should be focused on continuous growth and development. To solve the tasks before him, he needs to master not only the classical tools and techniques of a practical psychologist, but also to use new innovative methods. In this sense, there is a tendency towards the development of a business psychology in the direction of searching for tools that contribute to the development of personality and organisation.

Among the prospects for the development of business psychology are the following: the expansion of geography and subject areas of research and practical activities ofbusiness psychologists; implementation of business psychology in a wide range of areas of human activity; the impact of business psychology on the development of new approaches in management and organisational consulting. In conclusion we wish to emphasize once again that the formation of the business psychology in our country and the world requires the combined efforts of psychologists from various schools, as well as cooperation with businessmen and practicing psychologists. We hope that in the future business psychology and psychologists working in this direction will find their place, both in the scientific community and in practical activities.

Results

The general results of the conference allow us to say that today Business Psychology is an area of applied science that brings together specialists from various disciplines, striving for a common goal -- to make business more efficient and at the same time more “humane” improving the subjective well¬being of all subjects included in it, their personal and professional development. As participants noted, “Business psychology is a brand, it benefits practitioners and society and will be in demand more and more in the future.”

References

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