Characteristics of formation of readiness for change competence among managers

Statement of the problem. The article establishes the relevance of the development of the readiness for change competence, discusses the behavioral and reflexive components of the competence, and gives recommendations for the development of the competence and its individual components in general. The purpose of the article is to discuss the characteristics of the behavioral and reflexive components of the readiness for change competence among managers. The theoretical and methodological basis of the study is the general theory of guideposts (D.N. Uznadze), the subject-activity approach (S.L. Rubinstein, B.G. Ananyev, V.A. Krutetsky, K.K. Platonov et al.), competence approach (Yu.G. Tatur, I.A. Zimnyaya, A.V. Khutorskoy et al.), integrative approach (M.I. Fayerman), competence approach in innovative changes management (T.A. Terekhova), innovative approach (L.A. Zhuravlev), psychological readiness for innovation (S.R. Yagolkovsky, O.V. Sovetova, M.I. Kiloshenko, E.V. Ivanova, V.E. Klochko, O.M. Krasnoryardtseva), and works devoted to psychological problems and mechanisms of formation of readiness for activity (M.I. Dyachenko, L.A. Kandybovich, R.D. Sanzhaeva, O.V. Makhova). One hundred and fifty employees of a group of companies in the sphere of IT/Telecom from Krasnoyarsk took part in the study. The following materials were used for diagnosis: the Californian Personality Inventory (CPI), T.V. Kornilova’s Questionnaire of Tolerance for Uncertainty, and A.V. Karpov’s Reflexivity Questionnaire. Statistical data processing included comparison of samples and analysis of the interdependence of characteristics. Research results. The characteristics of the formation of the readiness for change competence were identified in the following categories: senior-level management, mid-level management, and specialists. It was discovered that senior- and mid-level managers have an average value of reflexivity and high tolerance to uncertainty.The average level of reflexivity indicates the ability to plan and analyze one’s actions, to realize one’s attitude to the current situation, and to analyze the actions of other people; at the same time, reflexive processes can be irregular, and reflexive analysis can be carried out superficially. For the development of the reflexive component, it is necessary to pay attention to the development of skills for regular planning of current activities and plan implementation analysis, and to carry out corrective measures taking into account the changes taking place. Conclusion. The conclusion was made about the formation of the readiness for change competence in different categories of employees and the need to build a corporate training program that promotes the development of the competence.