THE IMPACT OF COVERT WORKPLACE MANIPULATION ON THE CHOICE OF INTERPERSONAL CONFLICT RESOLUTION STRATEGIES IN THE ORGANIZATIONAL ENVIRONMENT

This article focuses on an empirical study of the relationship between exposure to psychological manipulation in the workplace and the strategies employees choose to resolve interpersonal conflicts. In modern organizations open conflicts are increasingly being replaced by latent forms of confrontation among which manipulative behavior dominates. The purpose of the study is to identify how systematic exposure to manipulation transforms the conflictological profile of an employee. During the research a survey of a representative sample of employees from various commercial enterprises was conducted. The results of the statistical analysis revealed that employees who frequently encounter covert psychological pressure tend to abandon the strategy of collaboration in favor of avoidance or accommodation which in the long term reduces the overall effectiveness of organizational communication. The findings make a significant contribution to organizational psychology and human resource management theory by offering a new perspective on the mechanisms of forming a destructive corporate climate. The practical significance of the work lies in the possibility of using its results by HR specialists for early diagnosis of a toxic environment and the development of programs to protect the psychological well-being of personnel.