{"id":39621,"date":"2019-10-31T22:36:56","date_gmt":"2019-10-31T19:36:56","guid":{"rendered":"https:\/\/prohoster.info\/blog\/skills-rules-and-knowledge-dlya-it-shnika-i-cheloveka\/"},"modified":"2019-10-31T22:36:56","modified_gmt":"2019-10-31T19:36:56","slug":"skills-rules-and-knowledge-dlya-it-shnika-i-cheloveka","status":"publish","type":"post","link":"https:\/\/prohoster.info\/cs\/blog\/news\/skills-rules-and-knowledge-dlya-it-shnika-i-cheloveka","title":{"rendered":"Dovednosti, pravidla a znalosti pro IT specialisty a jednotlivce","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Dovednosti,
\n
\nV minule<\/a><\/noindex> Dotkli jsme se takov\u00fdch probl\u00e9m\u016f vzd\u011bl\u00e1v\u00e1n\u00ed, jako je skolastick\u00fd p\u0159\u00edstup k u\u010den\u00ed, a tak\u00e9 jsme si chv\u00edli pov\u00eddali o neblah\u00e9 praxi \u0161kolen\u00ed. dovednost\u00ed <\/b>na \u00fakor z\u00edsk\u00e1n\u00ed znalost\u00ed<\/b>. Nyn\u00ed je \u010das podrobn\u011bji probrat tyto dv\u011b z\u00e1kladn\u00ed kategorie a pochopit, v \u010dem je mezi nimi z\u00e1sadn\u00ed rozd\u00edl.
\n<\/a><\/noindex>
\nTak\u017ee ob\u011b definice: dovednosti (skills)<\/b> a znalosti (knowledge)<\/b>, a tak\u00e9 daleko m\u00e9n\u011b \u010dasto pou\u017e\u00edvan\u00fd term\u00edn pravidla (rules)<\/b>, v podob\u011b, v jak\u00e9 jej pou\u017e\u00edvaj\u00ed specialist\u00e9 v oblasti personalistiky a lidsk\u00fdch zdroj\u016f, byly formulov\u00e1ny t\u00e9m\u011b\u0159 p\u0159ed 40 lety. Jens Rasmussen<\/a><\/noindex> v pr\u00e1ci, kter\u00e1 se tak naz\u00fdv\u00e1: \u201cDovednosti, pravidla a znalosti; Sign\u00e1ly, znaky a symboly a dal\u0161\u00ed rozd\u00edly v modelech lidsk\u00e9ho v\u00fdkonu\u201d. Od t\u00e9 doby se jeho vyvinut\u00fd r\u00e1mec zna\u010dn\u011b rozvinul, ale budeme se op\u00edrat o origin\u00e1l \u010dl\u00e1nku, kter\u00fd lze nal\u00e9zt zde<\/a><\/noindex>. Dokument je dostupn\u00fd za poplatek nebo na z\u00e1klad\u011b firemn\u00edho\/akademick\u00e9ho p\u0159edplatn\u00e9ho, nicm\u00e9n\u011b chud\u00fd, ale zv\u011bdav\u00fd \u010dten\u00e1\u0159 si v\u017edy najde zp\u016fsob, jak tento text st\u00e1hnout zdarma.<\/p>\n

Je zaj\u00edmav\u00e9, \u017ee zat\u00edmco term\u00edn pravidla obvykle vypad\u00e1v\u00e1 z pov\u011bdom\u00ed, a dovednosti a znalosti st\u00e1le spolu soused\u00ed, \u010dasto vznik\u00e1 myln\u00fd dojem, \u017ee tyto dva posledn\u00ed jsou synonyma. Mezit\u00edm, v taxonomii Rasmussena, jsou jim v\u0161em d\u00e1na dost jasn\u00e1 vymezen\u00ed, a bu\u010fte si jisti, \u017ee je nelze zam\u011b\u0148ovat.<\/p>\n

Vlastn\u011b, p\u0159i zkoum\u00e1n\u00ed lidsk\u00e9ho chov\u00e1n\u00ed, Rasmussen p\u0159isuzuje dovednostem nejni\u017e\u0161\u00ed a ne p\u0159\u00edli\u0161 lichotivou \u00farove\u0148. S takov\u00fdm skv\u011bl\u00fdm atributem, jako je automatismus senzoricko-motorick\u00e9 aktivity p\u0159i absenci v\u011bdom\u00e9 kontroly, je velmi bl\u00edzk\u00e1 vyvinut\u00fdm komplexn\u00edm podm\u00edn\u011bn\u00fdm reflex\u016fm:<\/p>\n

Chov\u00e1n\u00ed zalo\u017een\u00e9 na dovednostech p\u0159edstavuje senzoricko-motorick\u00fd v\u00fdkon b\u011bhem \u010din\u016f nebo aktivit, kter\u00e9, n\u00e1sleduj\u00edce prohl\u00e1\u0161en\u00ed o z\u00e1m\u011bru, prob\u00edhaj\u00ed bez v\u011bdom\u00e9 kontroly jako plynul\u00e9, automatizovan\u00e9 a vysoce integrovan\u00e9 vzorce chov\u00e1n\u00ed.<\/p><\/blockquote>\n

Rasmus vymezuje \u00farove\u0148 pravidel a p\u0159itom si d\u00e1v\u00e1 na uv\u011bdom\u011bn\u00ed, \u017ee hranice mezi nimi m\u016f\u017ee b\u00fdt docela tenk\u00e1, zejm\u00e9na kdy\u017e se dovednosti spoj\u00ed do \u0159et\u011bzc\u016f. Jejich pot\u0159eba vyvst\u00e1v\u00e1, kdy\u017e jeden jednoduch\u00fd dovednost nesta\u010d\u00ed v konkr\u00e9tn\u00ed situaci a k dosa\u017een\u00ed v\u00fdsledku je nutn\u00e9 seskupit n\u011bkolik dovednost\u00ed, prov\u00e1d\u011bt \u010dinnosti v z\u00e1vislosti na podm\u00ednk\u00e1ch, tj. \u0159\u00eddit se pravidly, kter\u00e9 byly vypracov\u00e1ny samostatn\u011b nebo z\u00edsk\u00e1ny od n\u011bkoho jin\u00e9ho:<\/p>\n

Na dal\u0161\u00ed \u00farovni chov\u00e1n\u00ed zalo\u017een\u00e9ho na pravidlech je obvykle slo\u017een\u00ed takov\u00e9 sekvence podprogram\u016f v b\u011b\u017en\u00e9 pracovn\u00ed situaci \u0159\u00edzeno ulo\u017een\u00fdm pravidlem nebo postupem, kter\u00e9 mohlo b\u00fdt empiricky odvozeno b\u011bhem p\u0159edchoz\u00edch p\u0159\u00edle\u017eitost\u00ed, sd\u011bleno jako znalosti od jin\u00fdch osob jako instrukce nebo recept, nebo m\u016f\u017ee b\u00fdt p\u0159ipraveno p\u0159\u00edle\u017eitostn\u011b pomoc\u00ed v\u011bdom\u00e9ho \u0159e\u0161en\u00ed probl\u00e9m\u016f a pl\u00e1nov\u00e1n\u00ed.<\/p><\/blockquote>\n

Na tento seznam lze sm\u011ble za\u0159adit ve\u0161ker\u00e9 technick\u00e9 best-practices, white-papers a dal\u0161\u00ed jak na to, a tak\u00e9 nutn\u011b p\u0159idat pravidla stanoven\u00e1 firemn\u00edm managementem, v\u010detn\u011b t\u011bch postup\u016f, kter\u00e9 zavedl m\u00edstn\u00ed t\u00fdmov\u00fd vedouc\u00ed.<\/p>\n

Na vrcholu t\u00e9to pyramidy stoj\u00ed znalosti, kter\u00e9 jsou z\u00edsk\u00e1v\u00e1ny v okam\u017eiku, kdy se b\u011b\u017en\u00fd pohled na sv\u011bt rozpad\u00e1 \u2013 dovednosti ani dodr\u017eov\u00e1n\u00ed pokyn\u016f nepom\u00e1haj\u00ed, a tak vznik\u00e1 pot\u0159eba prozkoumat a studovat nezn\u00e1m\u00fd probl\u00e9m v nezvykl\u00e9m prost\u0159ed\u00ed:<\/p>\n

B\u011bhem nezn\u00e1m\u00fdch situac\u00ed, kdy se \u010del\u00ed prost\u0159ed\u00ed, pro kter\u00e9 nejsou k dispozici \u017e\u00e1dn\u00e9 znalosti nebo pravidla pro \u0159\u00edzen\u00ed z p\u0159edchoz\u00edch setk\u00e1n\u00ed, se kontrola v\u00fdkonu mus\u00ed posunout na vy\u0161\u0161\u00ed konceptu\u00e1ln\u00ed \u00farove\u0148, ve kter\u00e9 je v\u00fdkon \u0159\u00edzen c\u00edlem a zalo\u017een na znalostech. V t\u00e9to situaci je c\u00edl explicitn\u011b formulov\u00e1n na z\u00e1klad\u011b anal\u00fdzy prost\u0159ed\u00ed a celkov\u00fdch c\u00edl\u016f osoby. Pot\u00e9 je vyvinut u\u017eite\u010dn\u00fd pl\u00e1n jeho v\u00fdb\u011brem, kdy se zva\u017euj\u00ed r\u016fzn\u00e9 pl\u00e1ny a jejich \u00fa\u010dinky se testuj\u00ed v\u016f\u010di c\u00edli, fyzicky pokusem a omylem nebo konceptu\u00e1ln\u011b pomoc\u00ed porozum\u011bn\u00ed funk\u010dn\u00edm vlastnostem prost\u0159ed\u00ed a p\u0159edpov\u011bd\u00ed \u00fa\u010dink\u016f zva\u017eovan\u00e9ho pl\u00e1nu. Na t\u00e9to \u00farovni funk\u010dn\u00edho uva\u017eov\u00e1n\u00ed je vnit\u0159n\u00ed struktura syst\u00e9mu explicitn\u011b reprezentov\u00e1na \u201ement\u00e1ln\u00edm modelem\u201c\u2026<\/p><\/blockquote>\n

Pr\u00e1v\u011b na t\u00e9to \u00farovni se d\u011bje to nejzaj\u00edmav\u011bj\u0161\u00ed \u2013 rod\u00ed se podnikatelsk\u00e9 n\u00e1pady, v\u011bdeck\u00e9 teorie a inovace, a tak\u00e9 se formuj\u00ed pravidla a metodiky pro ni\u017e\u0161\u00ed \u00farovn\u011b, jako se nap\u0159\u00edklad vyv\u00edj\u00ed manifest Agile.<\/p>\n

Na z\u00e1v\u011br je t\u0159eba spolknout ho\u0159kou pilulku \u010d\u00edslo jedna. N\u011bkte\u0159\u00ed korpor\u00e1tn\u00ed mana\u017ee\u0159i, zejm\u00e9na na za\u010d\u00e1tku sv\u00e9 kari\u00e9ry a \u010d\u00e1st certifikovan\u00fdch IT specialist\u016f, myln\u011b v\u011b\u0159\u00ed, \u017ee maj\u00ed pot\u0159ebn\u00e9 znalosti, proto\u017ee prvn\u00ed se zdaj\u00ed p\u0159ij\u00edmat n\u011bjak\u00e1 rozhodnut\u00ed, a druz\u00ed \u00fadajn\u011b skl\u00e1daj\u00ed zkou\u0161ky a z\u00edsk\u00e1vaj\u00ed odpov\u00eddaj\u00edc\u00ed in\u017een\u00fdrsk\u00e9 tituly. Av\u0161ak p\u0159i podrobn\u011bj\u0161\u00edm zkoum\u00e1n\u00ed se ukazuje, \u017ee v nejlep\u0161\u00edm p\u0159\u00edpad\u011b jsou na hranici \u00farovn\u011b pravidel: mana\u017ee\u0159i operuj\u00ed se stejn\u00fdmi p\u0159edpisy a pravidly, \u010dasto se ocitaj\u00ed neschopn\u00ed zm\u011bnit nejjednodu\u0161\u0161\u00ed korpor\u00e1tn\u00ed procedury. Z\u00e1rove\u0148 mnoz\u00ed in\u017een\u00fd\u0159i l\u00e9ta vykon\u00e1vaj\u00ed automatizovan\u00e9 \u010dinnosti spojen\u00e9 s nastaven\u00edm a konfigurac\u00ed, instalac\u00ed a vy\u0159azov\u00e1n\u00edm za\u0159\u00edzen\u00ed, a vrcholem jejich dovednost\u00ed pova\u017euj\u00ed psan\u00ed instrukc\u00ed pro nov\u00e1\u010dky.<\/p>\n

Zde je t\u0159eba spolknout nep\u0159\u00edjemnou pilulku \u010d\u00edslo dv\u011b. Modern\u00ed sv\u011bt je postaven na z\u00e1kladech pr\u016fmyslov\u00e9 \u00e9ry, ve kter\u00e9 dominoval p\u0159\u00edstup k lidem jako k technick\u00e9mu zdroji s jasn\u011b dan\u00fdmi charakteristikami spolehlivosti a v\u00fdkonu. Nen\u00ed tedy divu, \u017ee my\u0161lenku tov\u00e1rensk\u00e9 linky p\u0159enesli do nejr\u016fzn\u011bj\u0161\u00edch odv\u011btv\u00ed od medic\u00edny po informa\u010dn\u00ed technologie. Je tak\u00e9 logick\u00e9, \u017ee v t\u00e9to paradigmatick\u00e9 struktu\u0159e se od person\u00e1lu vy\u017eaduje, aby rozv\u00edjeli dovednosti, aby zam\u011bstnanci byli schopn\u00ed udr\u017eovat stanoven\u00fd rytmus a stihli za \u201elinkou\u201c podniku. Od t\u011bch, kte\u0159\u00ed pracuj\u00ed na lince, a dokonce i od t\u011bch, kte\u0159\u00ed ji \u0159\u00edd\u00ed, se nevy\u017eaduj\u00ed \u017e\u00e1dn\u00e9 zvl\u00e1\u0161tn\u00ed znalosti; zde jsou pot\u0159ebn\u00e9 dovednosti a striktn\u00ed dodr\u017eov\u00e1n\u00ed pokyn\u016f.<\/p>\n

A posledn\u00ed ho\u0159k\u00e1 sm\u011bs \u010d\u00edslo t\u0159i je p\u0159\u00edm\u00fdm d\u016fsledkem tablety \u010d\u00edslo dva. V postindustri\u00e1ln\u00ed spole\u010dnosti existuje tendence k robotizaci a automatizaci v\u00fdroby a slu\u017eeb. V tomto sv\u011btle jsou tradi\u010dn\u011b dokonale regulovan\u00e9 a srozumiteln\u00e9 pr\u00e1ce na \u00farovni kompetenc\u00ed a pravidel v\u00fdborn\u00fdmi c\u00edli pro inovaci: cloudov\u00e9 technologie, roboti-doru\u010dovatel\u00e9, autopiloty atd. \u201eohro\u017euj\u00ed\u201c nejen strojvedouc\u00edho metra nebo prodava\u010dku v obchod\u011b, ale tak\u00e9 stejn\u011b tak certifikovan\u00e9ho IT in\u017een\u00fdra. Odpov\u00eddaj\u00edc\u00edm zp\u016fsobem se mnoz\u00ed pracovn\u00edci budou muset u\u010dit nov\u00e9 dovednosti a honit se za nov\u00fdmi certifik\u00e1ty, nebo vynalo\u017eit ve\u0161ker\u00e9 \u00fasil\u00ed a pokusit se p\u0159ej\u00edt do oblasti znalost\u00ed.<\/p>\n

Naivn\u011b proti sob\u011b stav\u011bt znalosti a dovednosti, nebo\u0165 jako bez z\u00e1kladu nelze postavit spolehlivou budovu, tak bez dovednost\u00ed nelze z\u00edsk\u00e1vat a vyu\u017e\u00edvat znalosti. Parafr\u00e1zuj\u00edc n\u00e1zev zn\u00e1m\u00e9ho \u010dasopisu, lze \u0159\u00edci, \u017ee dovednosti jsou silou, zat\u00edmco znalosti jsou rozvojem. Je v\u0161ak d\u016fle\u017eit\u00e9 si pamatovat, \u017ee tr\u00e9nov\u00e1n\u00edm pouze dovednost\u00ed se odsuzujeme k pr\u00e1ci na v\u011b\u010dn\u00e9m v\u00fdrobn\u00ed lince a jedin\u00fdm zp\u016fsobem, jak se dostat z tohoto zaklet\u00e9ho kruhu a posunout se vp\u0159ed, je z\u00edsk\u00e1vat znalosti.
\n
Zdroj: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

\u0412 \u043f\u0440\u043e\u0448\u043b\u044b\u0439 \u0440\u0430\u0437 \u043c\u044b \u0437\u0430\u0442\u0440\u043e\u043d\u0443\u043b\u0438 \u0442\u0430\u043a\u0438\u0435 \u043f\u0440\u043e\u0431\u043b\u0435\u043c\u044b \u043e\u0431\u0440\u0430\u0437\u043e\u0432\u0430\u043d\u0438\u044f \u043a\u0430\u043a \u0441\u0445\u043e\u043b\u0430\u0441\u0442\u0438\u0447\u0435\u0441\u043a\u0438\u0439 \u043f\u043e\u0434\u0445\u043e\u0434 \u043a \u043e\u0431\u0443\u0447\u0435\u043d\u0438\u044e, \u0430 \u0442\u0430\u043a\u0436\u0435 \u043d\u0435\u043c\u043d\u043e\u0433\u043e \u043f\u043e\u0433\u043e\u0432\u043e\u0440\u0438\u043b\u0438 \u043e \u043f\u043e\u0440\u043e\u0447\u043d\u043e\u0439 \u043f\u0440\u0430\u043a\u0442\u0438\u043a\u0435 \u0442\u0440\u0435\u043d\u0438\u043d\u0433\u0430 \u043d\u0430\u0432\u044b\u043a\u043e\u0432 \u0432 \u0443\u0449\u0435\u0440\u0431 \u043f\u043e\u043b\u0443\u0447\u0435\u043d\u0438\u044e \u0437\u043d\u0430\u043d\u0438\u0439. \u0422\u0435\u043f\u0435\u0440\u044c 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