1. Introduction According to O.W. Karpenko “Modernisation in pro- viding public administration services may base on optimising management resources, and favourable client oriented management of organisation pro- cesses”, i.e. transferring Customer Relation Manage- ment (CRM) to services provided by the authorities” (Карпенко, 2013, p. 116). However, every concept is implemented by people and it is their behaviour that plays the decisive role in ensuring quality of the service processes. Positive examples of applying the business model referred to above in western management (e.g.: Bates, 2014; Marsden, 2014), and early Ukraine experience (Карпенко, 2013; Машкарьов, 2011; Клименко et al., 2010), were surely conditioned by the fact that service providing in the administration sector to the benefit of society, represented by a spe- cific number of clients, is superior in moral and ethic terms to specific private matters. As the term ‘serv- ing’ is to a certain extent contrary to the economic term ‘working’, traditionally higher moral and ethical (spiritual) standards are required for discharging civil duties to avoid using power for personal purposes. Difficult and diversified aspects of civil officers work in the complicated interaction between au- thority representatives and society continue to re- main the subject of scientific studies in the strive to adapt to world and European management stand- ards (Серьогін, 2007) and organisational culture (Сергієнко, 2011). Well known positive European Journal of Geography, Politics and Society 2016, 6(1), 43–49 DOI 10.4467/24512249JG.16.007.5256 BehavIour modelS – InteractIon of cIvIl offIcerS, aS admInIStratIve ServIce ProvIderS, and theIr clIentS on the examPle of ukraIne Andrij Lys Chair of the State and Local Government, Ivano-Frankivsk National Technical University of Oil and Gas: Karpatska 15, 76019 Ivano-Frankivsk, Ukraine, e-mail: e-mail: alys@mvk.if.ua citation Lys A., 2016, Behaviour models – interaction of civil officers, as administrative service providers, and their clients on the exam- ple of Ukraine, Journal of Geography, Politics and Society, 6(1), 43–49. abstract The article proves the possibility and terms of applying the well known Thomas-Kilmann model and research methodology to identify individuals assuming dominating behaviours in conflict. The objective is to solve problems in recruiting top candidates for civil officers called “service providers” in response to the needs of “clients” and to formulate recommendations for decision making based on the relevant test results. key words management, public officer, client, service provider, model, dominating behaviour, personality, research methodology. 44 Andrij Lys examples and good practice of effective manage- ment, as well as lack of corruption, do not stem from a secret mental organisation structure of the west- ern world but are rather the result of applying a set of techniques and instruments to reach transpar- ency and power effectiveness. One of the, no doubt, positive trends affecting reduction of improper (corruptive, irresponsible, im- polite, etc.) behaviours of state and local civil officers in their interactions with citizens is upgrading both the technology of providing services and adminis- trative services themselves, as well as social moni- toring mechanisms of their quality, completeness, timeliness, etc. Ukraine research studies fail to provide practical technological and instrumental recommendations for shaping staff providing administrative services for residents, thus the search for innovative solutions is definitely a current issue. 2. analysis Reference in this context to client oriented CRM is understood as internal standards and client services business processes. It should be emphasised that the majority of Ukraine studies in the field focused and remains focused on the options provided by ap- plying e-governance, software including algorithms, implementation of these or those IT-technologies, etc. in providing services (Клименко et al., 2010; Технології для…, 2009; Кандзюба, 2007; Серенок, 2010). It is purposeful to refer to studying the most spe- cific moments of simple and direct participation in processes and procedures related to providing ad- ministrative services to people – ‘clients’ and admin- istrative officers – ‘service providers’. This is condi- tioned in the opinion of N.R. Nyżnyk (Нижник, 1995, p. 98) “if people continue to feel as the object of in- fluence and not participant shaping life there will be no effective relations in state management”. Authors of the research study (Серьогін, Письменний, 2008, p.  28) proposed “to synthesise the best methodology to a uniform system of self rearing and self organisation of individuals, develop- ment of intuition and creative thinking, transforma- tion of personal attitudes and stereotypes to meet contemporary needs”. As at least two equally entitled parties inter- act in generating a positive result in providing ad- ministrative services, it seems adequate to review known models, recommendations and technologies ensuring successful interaction based on the self organisation and self rearing methodology referred to above (Серьогін, Письменний, 2008). The present drive to eliminate all contacts be- tween a civil officer and a petitioner, between the clerk and the visitor, between the briber and the bribed, and finally the service provider and the cli- ent cannot be enacted to the end. Fundamental social and psychological research on interpersonal collaboration led to the develop- ment of theoretical models and practical recom- mendations for effective collaboration processes (e.g. Крутій, 2007, 2008; Кулешов, 2011; Ложкин, Рябоконь, 2000; Селютіна, 2013; Науменко, 2004), where “Real business relations ethics does not mean formal respect of moral standards but revealing in everyday practice authentic intelligence, collective experiencing and active influence on circumstances, and helping people in scope of own competencies” (Науменко, 2004). Nevertheless, according to O.  Krutij (Крутій, 2007, p. 47-55) “have insufficiently studied interper- sonal collaboration of subjects” because of what he suggests should be used to“ shape the readiness of state management subjects to dialogue and col- laboration”, i.e. the known Thomas-Kilmann concept and model to characterise behaviour of both sides, specifically transformed to “theoretical analysis of in- terpersonal strategic collaboration of subjects man- aging the state”. It should be noted that this is not the first applica- tion of the Thomas-Kilmann (ТКІ – Thomas-Kilmann Conflict Mode Instrument) tool by Ukraine research- ers to define and introduce ways of efficient collabo- ration of both parties. Examples of successful appli- cation of the model elements and modification of these elements were achieved in the studies by N.E. Vasilisnina and I.M. Danilijuk-Cernih (Василишина, 2008; Данилюк-Черних, 2014). The objective analysis of these examples, how- ever, refers to ensuring conflict free collaboration inside the organisation and between organisations, whereas our case involves collaboration of two per- sons, behaviour options limited by existing rules, structures, regimes, regulations, etc. This is a differ- ent aspect of using the model and recommenda- tions shaping behaviour strategy not of “subjects managing the state” but the service provider and the client. If the behaviour strategy of the client is not in full the subject of management then the service provid- er is and should be managed by the state manage- ment authorities or local authorities and is obliged to show work behaviour compliant with the law, regulations and rules in force. Behaviour models – interaction of civil officers, as administrative service providers… 45 Distribution and application of the Thomas-Kil- mann (Herk, 2011) concept and model on a global scale as a tool to ensure fruitful interpersonal rela- tions (Sample, 2008), as well as their creative up- grading by some authors to achieve other objec- tives (combined use of behaviour styles, personnel assessment, defining priorities in preparing and developing personnel, teams, leadership, coaching etc.) (Василишина, 2008; Крутій, 2008; Altmae, Türk, Toomet, 2011; McMahon, 2016; Introduction to…, 2011) justifies in full the study and the revealing of options applicable in formulating recommendations on organisation of effective collaboration of the ser- vices provider and the client. The specifics of the innovative application of TKI tools in our study involve the following assumptions. The client may use the entire set of styles, strat- egies, mannerism depicted in the Thomas-Kilmann model in interacting with the service provider, whereas the latter’s behaviour is restricted, some behaviours are excluded, some may be partially rec- ommended or only applicable in combination with other behaviours. The model with collaborating – competing co- ordinates in fig. 1, presenting behaviour patterns of interacting individuals in the process of receiving and providing administrative services, demonstrates 5 theoretically admissible options to both parties: 1 – avoiding; 2 – competing, 3 – compromising, 4 – ac- commodating, 5 – collaborating. Without disclosing exactly the content of the listed behaviour options, we should emphasise that the suggested hypothetical objective of adapting the model to the environment of the service pro- vider of administrative services, is achieving efficient group work of the service providing personnel, ca- pable of performing all entrusted tasks and fruitful cooperativeness with the client, as well as minimis- ing the number and scale of conflicts starting from re-applications. K. Thomas and R. Kilmann once justified their ap- proach to studying and solving conflicts between individuals and to assessing their behaviour by the need to change the traditional approach to con- flicts, and that the phrase “solving problems” should be understood as the possibility and the necessity of reaching successful solutions, eliminating or, as in our case, counteracting the development of a conflict. Therefore, the objective of applying this meth- odology and instrument is not solving conflicts but prevention and pre-emptive action to create a con- flict free situation and harmony in the interaction between the service provider and the client. Taking as a benchmark the statement of TKI au- thors that neither party in a conflict is successful by assuming such behaviours as avoiding, and in the case of a competing, accommodating and compro- mising attitude only one party wins, leaving the oth- er party a looser, we must identify behaviours best recommended in discharging administrative func- tions and duties by the employees providing admin- istrative services, The optimal or most desirable employee behav- iours at the work place of the service provider (ideal – 100%) is the collaboration option contributing most efficiently to counteracting conflicts. If we suppose that every compromise of the par- ties (participants of the process of providing services to the inhabitants by the authorities) is generally Fig. 1. Two dimensional Thomas-Kilmann model of behaviour in conflict Source: Herk, 2011; Sample, 2008. 46 Andrij Lys achieved, and exceptionally in result of mutual col- laboration, it seems purposeful to recommend this behaviour option as a less desirable but a possible behaviour pattern for employees of the service pro- vider, which leads to positive results. As compromis- ing together with competing or accommodating is illogical, such behaviour patterns may be recom- mended to employees of the service provider in per- formance of services for clients only in combination with collaboration. Adoption in pure form of such behaviours as avoiding, competing and accommodating must be withdrawn or subject to the following restrictions: • “Competing” – a behaviour pattern that may be applied by the employees of the service pro- vider should the client demonstrate inadequate behaviour (breaching the regime, rules or stan- dards) and exclusively in exceptional situations and only together with cooperating. At the same time collaborating should dominate competing. • “Accommodating” – the least desirable behaviour in our behaviour study pattern, which in litera- ture on conflicts is interpreted as seeking options to favour the opponent or submit own behaviour to client’s interests and needs counting on future benefits of such behaviour. For this reason such behaviours must be withdrawn from admissible employee behaviours of the service provider to the extent possible. It is obvious that in future these options may potentially evolve to regu- lar undesirable interactions of service providers and clients compromising behaviour regimes, rules and standards as well as deviated benefit- oriented behaviours of the parties. Nevertheless, this behaviour option generates a specific posi- tive value. The employee of the service provider desires to show empathy, etc. to the extent ad- missible by law, in response to the attitude of the client, therefore, it can be recommended when combined with collaborating and compromising. • “Avoiding” – analysing the potential of this be- haviour, we may come to the conclusion that em- ployees tending to adopt this behaviour either wish to avoid contacts with clients at any cost, neglecting performance of duties (if you do not work you do not make mistakes), or are ready to turn a blind eye to all infringing of the regime, rules and standards of processes and procedures in service providing to avoid own discomfort in entering into conflict. This behaviour pattern is inadmissible in both cases for proper employee operation of the service provider. Thus, avoiding, with its destructive nature, should be brought to a minimum and fully eliminated with time. Taking into account the above, the recommended behaviour model for employees discharging duties of the service provider must comprise mainly of col- laborating and partially combining this option with such constituents as compromising, competing, ac- commodating and avoiding, provided the latter are minimised. Two modified options (in line with our proposal of interpreting test results) of the Thomas-Kilmann model for selecting recommended behaviours of administrative service providers, including the re- strictions proposed in terms of minimising the com- ponents compromising, competing, accommodat- ing and avoiding, are shown in figures 2 and 3. Fig. 2. Modified model of recommended behaviour patterns for employees of the administrative service provider (op- tion no 1) Source: Own studies based on Herk, 2011; Sample, 2008 Behaviour models – interaction of civil officers, as administrative service providers… 47 The spheres identified as undesirable behaviour of service provider personel are shaded in figures 2 and 3, whereas preferential behaviours are left clean. Obviously, the difference between the pro- posed options concerns only restricting undesir- able personnel behaviours of the service provider. The restrictions shown in the second option of the modified model are more qualitative because the collaborating and compromising patterns can be applied in 100% whereas competing, accommodat- ing and avoiding are limited to the maximum. Due to the fact that all these behaviours are part of every individual and that avoiding cannot be fully elimi- nated, the option presented in the second modified model is more acceptable in searching candidates with minimal level of competing, accommodating and avoiding. Thus, the option of the best set of behaviours in accordance with model 2 may deem collaborat- ing as a dominating feature of candidates → maxi- mum , and sub dominating elements showing a de- cline with compromising < maximum, avoiding << maximum and competing and accommodating minimum. It should be noted that in describing people in conflict К. Thomas and R. Кіlmann at the same time suggested a relevant testing tool for performing a quantitative assessment. Additionally, testing according to the TKI meth- odology is possible in the generally accessible on-line system (e.g.: Thomas-Kilmann Conflict..., no data) with presentation of both individual and group results. What more, authors of the monograph (Єлагіна et al., 2004) mentioned TKI test results of the effects of using dialogue in interaction (of civil officers) at the interpersonal level, and showed the following breakdown of behaviour features: competing (10.9), compromising (8.4), avoiding (4.8), collaborating (4.6), accommodating (1.4) On the grounds of these results O.M. Krutij (Крутій, 2008) suggested, in order to popularise col- laboration of individuals, groups, institutions where all participants have equal rights, and the rights and values of each party are respected, an original di- agnostic, development methodology and scientific description of implementing social partnership and dialogue in practice for subjects involved in state management. Obviously, the proposed methodology may be applied in diagnosing and shaping desirable behav- iour patterns in the interaction between the client and the service provider by creative merging of tra- ditional psycho diagnosis and less traditional con- temporary methodology based on the principles of assessing professional behaviour and performance of a participant or candidate for the management team (Крутій, 2008). 3. conclusions On the basis of the proposed modified Thomas-Kil- mann model, we can draw the conclusion that the most desirable professional behaviour of the ser- vice provider in performing administrative services Fig. 3. Modified model of recommended behaviour dominents of employees of the service provider (option 2) Source: Own studies based on Herk, 2011; Sample, 2008. 48 Andrij Lys in processes and procedures involving clients is collaboration. Wherein a possible behaviour of the service pro- vider towards the client is compromising and com- peting, whereas accommodating and avoiding must be limited to the minimum. 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