Mechanisms of Stress-Coping Behavior in Police Operation Officers in an Emergency Situation 130
PhD in Psychology, Senior Researcher, Laboratory of Psychohygiene and Psychoprophylaxis, V.P. Serbsky National Medical Research Center of Psychiatry and Narcology of the Ministry of Health of Russian Federation, Moscow, Russia
Doctor of Psychology, Head of Laboratory of Psychohygiene and Psychoprophylaxis, V.P. Serbsky National Medical Research Center of Psychiatry and Narcology of the Ministry of Health of Russian Federation, Moscow, Russia
Researcher Associate of Laboratory of Psychohygiene and Psychoprophylaxis, V.P. Serbsky National Medical Research Center of Psychiatry and Narcology of the Ministry of Health of Russian Federation, Moscow, Russia
The research work looked into the specifics of coping with stress by police officers in situations involving increased preparedness for emergencies arising from the COVID-19 pandemic. 56 male policemen have been examined (with 26 of the subjects examined before an emergency, and remaining 30 - in situations of high emergency preparedness). The study revealed that police officers in situations of high emergency preparedness were distinguished by the pronouncedness of a factor associated with coming to terms with uncertainty arising from the COVID-19 pandemic. Stressful work conditions caused both additional resource mobilization due to high autonomy of activity control, developed goal-setting, ability to make decisions with regard to the situation and strong motivation to avoid failures together with high sensitivity to conflict- and frustrating situations, low tolerance for uncertainty in communication, decreased interest in work and need for social support. Standard work conditions were characterized by the tendency of avoiding failure in cooperation, motivation to be up to professional requirements, tolerance for uncertainty, developed self-control, well-shaped inner criteria for decision-making, flexibility in programming one's professional actions, developed social skills.
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