{"id":31724,"date":"2019-10-31T21:42:43","date_gmt":"2019-10-31T18:42:43","guid":{"rendered":"https:\/\/prohoster.info\/blog\/kogda-chya-to-produktivnost-vyzyvaet-interes\/"},"modified":"2019-10-31T21:42:43","modified_gmt":"2019-10-31T18:42:43","slug":"kogda-chya-to-produktivnost-vyzyvaet-interes","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/kogda-chya-to-produktivnost-vyzyvaet-interes","title":{"rendered":"Kur produktiviteti i dikujt ngre interes","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>Sigurisht, secili prej nesh ndonj\u00ebher\u00eb ka menduar se si \u00ebsht\u00eb ky ekip ideal? Ekipi i shok\u00ebve t\u00eb Oushen? Ose ekipi i p\u00ebrfaq\u00ebsueses s\u00eb Franc\u00ebs n\u00eb futboll? Apo ndoshta ekipi i zhvilluesve n\u00eb Google?<\/p>\n<p>Megjithat\u00eb, ne do t\u00eb donim t\u00eb ishim n\u00eb nj\u00eb ekip t\u00eb till\u00eb ose madje ta krijonim at\u00eb. Dhe p\u00ebrve\u00e7 t\u00eb gjithave, do t\u00eb doja t\u00eb ndaja me ju nj\u00eb p\u00ebrvoj\u00eb t\u00eb vog\u00ebl dhe nj\u00eb vizion p\u00ebr ekipin ideal. <\/p>\n<p><img decoding=\"async\" alt=\"Kur produktiviteti i dikujt ngre interes\" src=\"\/wp-content\/uploads\/2019\/04\/83aecabf30429e89e37f6603abf9667c.gif\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nYjet u rreshtuan n\u00eb m\u00ebnyr\u00eb q\u00eb ekipi im ideal p\u00ebrdor metodologjin\u00eb agile, prandaj gjith\u00e7ka q\u00eb shkruaj k\u00ebtu lidhet kryesisht me ekipet agile. Por kush e di, ndoshta ky artikull do t\u00eb ndihmoj\u00eb djemt\u00eb me imagjinat\u00ebn e mir\u00eb, t\u00eb cil\u00ebt nuk kan\u00eb nevoj\u00eb p\u00ebr k\u00ebt\u00eb agile.<\/p>\n<p><noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h4>Si \u00ebsht\u00eb ekipi juaj ideal?<\/h4>\n<p>\nDua t\u00eb ndaloj n\u00eb tre elementet kryesore t\u00eb lidhjes s\u00eb ekipit, t\u00eb cilat i konsideroj must have: vet\u00eborganizimi, vendimmarrja e p\u00ebrbashk\u00ebt dhe ndihma reciproke. Parametra si numri i an\u00ebtar\u00ebve t\u00eb ekipit ose rolet brenda tij nuk do t'i marrim parasysh. Supozojm\u00eb se n\u00eb ekipin ton\u00eb, k\u00ebto aspekte jan\u00eb tashm\u00eb n\u00eb rregull.<\/p>\n<p><i>Vet\u00eborganizimi. Si t\u00eb kuptoni n\u00ebse e keni arritur at\u00eb ose si ta arrini?<\/i><\/p>\n<p>N\u00ebse ekipit tuaj nuk i mungon nj\u00eb Pinokio i keq me nj\u00eb kamxhik, dhe ju p\u00ebrfundoni s\u00eb bashku \u00e7do detyr\u00eb, at\u00ebher\u00eb mund t\u00eb kaloni n\u00eb pik\u00ebn tjet\u00ebr.<\/p>\n<p>Mendoj se \u00e7el\u00ebsi p\u00ebr arritjen e k\u00ebtij q\u00ebllimi q\u00ebndron, n\u00eb radh\u00eb t\u00eb par\u00eb, n\u00eb pranimin personal t\u00eb atmosfer\u00ebs ekipore (rregullat dhe zakonet e saj), dhe n\u00eb pun\u00ebn p\u00ebr vet\u00eborganizimin e \u00e7do an\u00ebtari. Ndoshta mund t\u00eb ndihmojm\u00eb n\u00eb zhvillimin e k\u00ebtij drejtimi duke e p\u00ebrfshir\u00eb ekipin, duke organizuar aktivitete ekipore dhe duke ofruar shp\u00ebrblime (natyrisht, jo pa arsye). E r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb mos teprohet dhe t\u00eb mos demotivohen koleg\u00ebt.<\/p>\n<p>Megjithat\u00eb, njoh disa loj\u00ebra t\u00eb mira q\u00eb do t\u00eb ndihmojn\u00eb n\u00eb forcon vet\u00eborganizimin n\u00eb ekip: <noindex><a rel=\"nofollow\" href=\"http:\/\/teachingame.ru\/marshmallow\">Marshmallow Challenge<\/a><\/noindex> dhe <noindex><a rel=\"nofollow\" href=\"http:\/\/scrumology.com\/from-the-archives-the-ball-point-game\/\">Ball Point Game<\/a><\/noindex>. N\u00eb k\u00ebto loj\u00ebra nevojiten t\u00eb pakt\u00ebn dy ekipe \u2014 \u00ebsht\u00eb e preferueshme t\u00eb t\u00ebrheqni nj\u00eb ekip nga jasht\u00eb. N\u00eb loj\u00ebn e par\u00eb, n\u00eb nj\u00eb periudh\u00eb kohe, duhet t\u00eb krijoni nj\u00eb konstrukcion t\u00eb q\u00ebndruesh\u00ebm, n\u00eb m\u00ebnyr\u00eb q\u00eb marshmallows t\u00eb ngrihen sa m\u00eb lart mbi tryez\u00eb. Nd\u00ebrsa n\u00eb loj\u00ebn e dyt\u00eb, \u00ebsht\u00eb e nevojshme t\u00eb rritni iterativ (nga sprint n\u00eb sprint) numrin e topave q\u00eb prodhohen n\u00eb fabrik\u00ebn tuaj. Kam pasur rastin t\u00eb luaj k\u00ebto loj\u00ebra, dhe kjo ishte n\u00eb t\u00eb v\u00ebrtet\u00eb nj\u00eb p\u00ebrvoj\u00eb e mir\u00eb!<\/p>\n<p><img decoding=\"async\" alt=\"Kur produktiviteti i dikujt ngre interes\" src=\"\/wp-content\/uploads\/2019\/04\/ac87ee72bb7b18c410c1a854ff4321c4.gif\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nN\u00eb Marshmallow Challenge, ekipi yn\u00eb nuk arriti vendin e par\u00eb, por m\u00eb p\u00eblqeu m\u00ebnyra si luajt\u00ebm. K\u00ebtu \u00ebsht\u00eb ajo q\u00eb pash\u00eb interesante n\u00eb k\u00ebt\u00eb loj\u00eb:<\/p>\n<ul>\n<li>Gjat\u00eb planifikimit, b\u00ebm\u00eb p\u00ebrpjekje p\u00ebr t\u00eb marr\u00eb n\u00eb konsiderat\u00eb mendimin e secilit brenda q\u00ebllimit ton\u00eb t\u00eb p\u00ebrbashk\u00ebt;<\/li>\n<li>Nuk kishim nj\u00eb lider q\u00eb jepte detyra apo ndante kompetenca;<\/li>\n<li>Arrit\u00ebm nj\u00eb nivel t\u00eb till\u00eb t\u00eb vet\u00eborganizimit dhe vet\u00ebdijes, saq\u00eb secili shfaqi iniciativa dhe mori p\u00ebrsip\u00ebr detyra nga backlogu yn\u00eb mendor t\u00eb imagjinuar.<\/li>\n<\/ul>\n<p><img decoding=\"async\" alt=\"Kur produktiviteti i dikujt ngre interes\" src=\"\/wp-content\/uploads\/2019\/04\/88c44cf4095442de6e5ee64d329f552f.gif\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nN\u00eb loj\u00ebn Ball Point (k\u00ebtu e quajm\u00eb Fabrika e Topave), ekipi yn\u00eb fitoi dhe prodhuam rreth 140 topa brenda disa minutash (thuhen fjal\u00eb se ka nj\u00eb ekip q\u00eb ka b\u00ebr\u00eb rreth 300 topa). Vet\u00eborganizimi nuk ndodhi me nj\u00eb shtypje magjike t\u00eb butonit. Ai u shfaq intuitivisht dhe ishte i bazuar n\u00eb q\u00ebllimin ton\u00eb t\u00eb p\u00ebrbashk\u00ebt \"m\u00eb shum\u00eb topa p\u00ebr t\u00eb nj\u00ebjtin koh\u00eb\". Pata nj\u00eb humbje t\u00eb madhe n\u00eb sprintin parafundit (pata nj\u00eb bllokim nga stuhia), duke e sakrifikuar at\u00eb p\u00ebr nj\u00eb p\u00ebrmir\u00ebsim t\u00eb thell\u00eb, q\u00eb p\u00ebrfundimisht na lejoi t\u00eb fitonim.<\/p>\n<p><i>Vendimet e p\u00ebrbashk\u00ebta. \u00c7far\u00eb jan\u00eb ato?<\/i><\/p>\n<p>Kjo \u00ebsht\u00eb kur ekipi, kur merr vendime, intereson t\u00eb pakt\u00ebn mendimin e \u00e7do pjes\u00ebtari. Edhe n\u00ebse dikush nuk \u00ebsht\u00eb aq kompetent, mund t\u00eb shpjegohet nga nj\u00ebri se ku na \u00e7on kjo. Mos harroni p\u00ebr respektin reciprok. Dhe n\u00eb rastet e situatave pa dalje, gjithmon\u00eb mund t\u00eb luani pokerin e vjet\u00ebr t\u00eb skramit.<\/p>\n<p><i>Ndihma reciproke.<\/i><\/p>\n<p>Pranoni se, kur je i ri n\u00eb ekip, dhe askush nuk t\u00eb shpjegon asgj\u00eb, ndihesh v\u00ebrtet i paqart\u00eb (pastaj vijn\u00eb mendime si \"n\u00ebse duhet ta l\u00eb k\u00ebt\u00eb...\"). Dhe p\u00ebr t\u00eb mos ndodhur kjo, mendoj se duhet t\u00eb ket\u00eb dy elemente t\u00eb r\u00ebnd\u00ebsishme: <\/p>\n<ul>\n<li>\"t\u00eb b\u00ebsh SOS\" kur ke nevoj\u00eb p\u00ebr ndihm\u00eb, e jo t\u00eb heshtesh dhe t\u00eb pres\u00ebsh q\u00eb dikush ta kuptoj\u00eb;<\/li>\n<li>T\u00eb zhvillosh nj\u00eb empati t\u00eb sh\u00ebndetshme ndaj koleg\u00ebve dhe t\u00eb mos mbetesh n\u00eb an\u00eb.<\/li>\n<\/ul>\n<p>K\u00ebshtu, ndjeni se si \u00ebsht\u00eb ekipi juaj? Nuk ka \u00e7far\u00eb, tani do shohim se \u00e7far\u00eb mund t\u00eb na ndihmoj\u00eb. <\/p>\n<h4>Katalizator\u00ebt e motit t\u00eb mir\u00eb n\u00eb ekip aka inkubatori i ekipit<\/h4>\n<p>\n<img decoding=\"async\" alt=\"Kur produktiviteti i dikujt ngre interes\" src=\"\/wp-content\/uploads\/2019\/04\/a5c43055656dc74b7034d4c9da1203d3.gif\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<i>Lokacioni.<\/i><\/p>\n<p>Po, po, sakt\u00ebsisht inkubatorin. Dhe n\u00ebse t\u00eb jesh m\u00eb i sakt\u00eb \u2013 <b>nj\u00eb lokacion i vet\u00ebm<\/b>. Sipas mendimit tim, gj\u00ebja m\u00eb e r\u00ebnd\u00ebsishme p\u00ebr t\u00eb filluar \"bashkimin\" e ekipit \u00ebsht\u00eb af\u00ebrsia fizike mes nesh. Edhe m\u00eb mir\u00eb \u00ebsht\u00eb n\u00ebse kemi nj\u00eb dhom\u00eb t\u00eb ve\u00e7ant\u00eb dhe askush prej hap\u00ebsir\u00ebs s\u00eb madhe nuk na pengon. S\u00eb pari, disa probleme t\u00eb vogla zgjidhen \"n\u00eb flak\u00eb\", n\u00eb vend q\u00eb t\u00eb vonohen. Prania e nj\u00eb kolegu brenda dor\u00ebs \u00ebsht\u00eb shum\u00eb m\u00eb e dobishme se sa nj\u00eb bised\u00eb p\u00ebrmes Skype-it. S\u00eb dyti, dhoma krijon nj\u00eb atmosfer\u00eb bashk\u00ebpunimi. Ti ndihesh se japin kontribut n\u00eb projekt dhe gjithashtu kolegu q\u00eb \u00ebsht\u00eb ulur pran\u00eb teje. \u00cbsht\u00eb pak si kur ishim f\u00ebmij\u00eb dhe b\u00ebnim nj\u00eb njeri bore ose nj\u00eb sht\u00ebpi bore, duke e g\u00ebrmuar at\u00eb n\u00eb nj\u00eb grumbull t\u00eb madh bore. \u00c7do kush sjell di\u00e7ka t\u00eb re dhe duket se t\u00eb gjith\u00ebve u p\u00eblqen.<\/p>\n<p>M\u00eb ra t\u00eb punoj p\u00ebr 9 muaj larg ekipit tim. Kjo \u00ebsht\u00eb jasht\u00ebzakonisht e v\u00ebshtir\u00eb. Puna ime u zgjat. Detyrat e mia q\u00ebndruan n\u00eb gjendje In Progress m\u00eb gjat\u00eb se shumica e detyrave t\u00eb koleg\u00ebve t\u00eb mi. Kishte nj\u00eb ndjenj\u00eb se ata atje po b\u00ebnin njer\u00ebz bore dhe un\u00eb k\u00ebtu po p\u00ebrpiqesha akoma t\u00eb g\u00ebrmoja karot\u00ebn p\u00ebr t\u00eb par\u00ebn. N\u00eb p\u00ebrgjith\u00ebsi, produktiviteti ishte n\u00eb nivelin e nj\u00eb breshke. <\/p>\n<p>Por kur u transferova tek ekipi, situata u ndryshua thelb\u00ebsisht. Ndjeva se isha \"n\u00eb vij\u00ebn e par\u00eb t\u00eb sulmit\". Brenda disa jav\u00ebsh fillova t\u00eb p\u00ebrfundoja m\u00eb shum\u00eb detyra sesa kisha b\u00ebr\u00eb n\u00eb nj\u00eb muaj. Nuk e kisha frik\u00eb ta merrja nj\u00eb detyr\u00eb si midi!<\/p>\n<p><i>Empatia dhe atmosfera e p\u00ebrbashk\u00ebt.<\/i><\/p>\n<p>T\u00eb mos mbetesh pas, kur nj\u00eb koleg \u00ebsht\u00eb n\u00eb v\u00ebshtir\u00ebsi. Nderimi reciprok dhe thjesht marr\u00ebdh\u00ebnia e mir\u00eb mes nesh \u00ebsht\u00eb gjithashtu nj\u00ebfar\u00eb \u00e7el\u00ebsi p\u00ebr suksesin. Idealisht, duhet t\u00eb ket\u00eb g\u00ebzim p\u00ebr arritjet e kolegut dhe krenari p\u00ebr ekipin ton\u00eb \u2013 dhe kjo \u00ebsht\u00eb nj\u00eb motivim i shk\u00eblqyer p\u00ebr avancimin e m\u00ebtejsh\u00ebm. <\/p>\n<p>M\u00eb kujtonte nj\u00eb video, ku nj\u00eb turm\u00eb kalimtar\u00ebsh arriti t\u00eb shtynte makinat e parkuara q\u00eb pengonin kalimin e ambulanc\u00ebs. E b\u00ebn\u00eb k\u00ebt\u00eb s\u00eb bashku dhe arrit\u00ebn t\u00eb l\u00ebvizin dy makina q\u00eb ishin n\u00eb frenin e dor\u00ebs. \u00cbsht\u00eb realisht fantastike. Dhe mendoj se pas suksesit, secili ndjeu brenda vetes dobin\u00eb e procesit dhe ndjeu se kishte kontribuar p\u00ebr nj\u00eb ndihm\u00eb m\u00eb t\u00eb madhe.<\/p>\n<p>P\u00ebr mua, ferri m\u00eb i madh \u00ebsht\u00eb kur n\u00eb ekip mbret\u00ebron nj\u00eb atmosfer\u00eb e \u00e7uditshme dhe pothuajse secili friksohet t\u00eb thot\u00eb nj\u00eb fjal\u00eb, p\u00ebr t\u00eb mos gabuar diku ose p\u00ebr t\u00eb mos u dukur budalla a t\u00eb \u00e7uditsh\u00ebm. Kjo nuk duhet t\u00eb ndodh\u00eb. E kuptoj se karakteret jan\u00eb t\u00eb ndryshme, por secili an\u00ebtar i ekipit duhet t\u00eb ndihet rehat brenda tij.<\/p>\n<p>Antidoti ndaj situat\u00ebs s\u00eb p\u00ebrshkruar m\u00eb sip\u00ebr, dhe thjesht nj\u00eb mas\u00eb e mir\u00eb parandaluese, do t\u00eb jet\u00eb <b>komunikimi<\/b> me ekipin n\u00eb nj\u00eb atmosfer\u00eb informale. N\u00eb t\u00eb v\u00ebrtet\u00eb, komunikimi, jo thjesht kalimi i koh\u00ebs ku t\u00eb gjith\u00eb jan\u00eb t\u00eb z\u00ebn\u00eb me telefonat e tyre. Nuk do t\u00eb ishte keq t\u00eb mblidhemi me ekipin p\u00ebr t\u00eb luajtur loj\u00ebra tavoline n\u00eb mbr\u00ebmje, ose t\u00eb shkojm\u00eb t\u00eb gjith\u00eb n\u00eb nj\u00eb aventur\u00eb, ose t\u00eb luajm\u00eb paintball. Luftoni p\u00ebr atmosfer\u00ebn tuaj n\u00eb ekip!<\/p>\n<p><i>Facilitatori i ekipit. \u00c7far\u00eb \u00ebsht\u00eb ky pokemoni?<\/i><\/p>\n<p><img decoding=\"async\" alt=\"Kur produktiviteti i dikujt ngre interes\" src=\"\/wp-content\/uploads\/2019\/04\/9eefddfd3914a2ddc5c312d073cf7554.gif\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nDuket se duhet t\u00eb them se ai duhet t\u00eb jet\u00eb lider. Por, ka nj\u00eb ndarje t\u00eb holl\u00eb dhe t\u00eb rrezikshme k\u00ebtu. Interesi i facilitatorit t\u00eb ekipit nuk p\u00ebrfshin udh\u00ebheqjen e ekipit. Ai d\u00ebshiron t\u00eb rris\u00eb motivimin e gjith\u00eb ekipit dhe t\u00eb mbaj\u00eb nj\u00eb atmosfer\u00eb komode n\u00eb t\u00eb, ai \u00ebsht\u00eb nj\u00eb \"zgjidh\u00ebs\" i shk\u00eblqyer i konflikteve brenda ekipit. Q\u00ebllimi i tij \u00ebsht\u00eb produktiviteti i lart\u00eb i ekipit.<\/p>\n<p>Preferohet q\u00eb t\u00eb jet\u00eb nj\u00eb person nga jasht\u00eb. \u00c7do ekip kalon fazat e formimit t\u00eb tij sipas <noindex><a rel=\"nofollow\" href=\"http:\/\/habr.com\/ru\/company\/stratoplan\/blog\/226905\/\">modelit Tuckman<\/a><\/noindex>. Pra, n\u00ebse implementohet nj\u00eb facilitator n\u00eb ekip gjat\u00eb faz\u00ebs s\u00eb Formimit, ekipi do ta kaloj\u00eb m\u00eb leht\u00eb faz\u00ebn e Storming dhe do t\u00eb arrij\u00eb m\u00eb shpejt n\u00eb faz\u00ebn e Norming, p\u00ebrsa i p\u00ebrket pa tij. Por n\u00eb faz\u00ebn e Performing, idealisht facilitator nuk ka m\u00eb nevoj\u00eb. Ekipi e menaxhon gjith\u00e7ka vet\u00eb. Sidoqoft\u00eb, sapo dikush largohet nga ekipi ose vjen, ai s\u00ebrish do t\u00eb bjer\u00eb n\u00eb faz\u00ebn e Storming. At\u00ebher\u00eb: \"Facilitator, t\u00eb th\u00ebrras!\"<\/p>\n<p>Do t\u00eb ishte nj\u00eb plus i madh n\u00ebse facilitator do ta shiste iden\u00eb ekipit. Mendoj se n\u00ebse \"ndiznim\" nj\u00eb flak\u00eb tek bashk\u00ebpun\u00ebtor\u00ebt dhe i infektonim ata me iden\u00eb e suksesit t\u00eb p\u00ebrbashk\u00ebt n\u00eb t\u00eb ardhmen, p\u00ebr t\u00eb cilin t\u00eb gjith\u00eb ne duhet t\u00eb punojm\u00eb tani, do t\u00eb mund t\u00eb arrijm\u00eb nj\u00eb sukses t\u00eb mir\u00eb n\u00eb rritjen e motivimit ekipor.<\/p>\n<p><i>Vrasje e tmerrshme e konflikteve.<\/i><\/p>\n<p>Shpresoj shum\u00eb q\u00eb n\u00eb <b>ekipin e \u00ebndrrave<\/b> Kurr\u00eb nuk do t\u00eb ndodhin konflikte. Ne t\u00eb gjith\u00eb jemi t\u00eb mir\u00eb dhe dim\u00eb t\u00eb reagojm\u00eb n\u00eb m\u00ebnyr\u00eb adekuate ndaj shakatave, situatave extraordinare dhe nuk e k\u00ebrkojm\u00eb konfliktin. Apo jo? Po un\u00eb e di se ndonj\u00ebher\u00eb p\u00ebrleshja \u00ebsht\u00eb e pashmangshme (sidomos n\u00eb faz\u00ebn e Storming-ut). N\u00eb ato momente \u00ebsht\u00eb urgjente t\u00eb hedhish nj\u00eb pok\u00e9ball ndaj kund\u00ebrshtarit p\u00ebr t\u00eb thirrur nj\u00eb facilitator! Por shpesh an\u00ebtar\u00ebt e ekipit tashm\u00eb jan\u00eb n\u00eb dijeni t\u00eb situat\u00ebs q\u00eb po krijohet dhe jan\u00eb t\u00eb gatsh\u00ebm t\u00eb hedhin pok\u00e9ball ndaj t\u00eb dyve. \u00cbsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme t\u00eb kufizojm\u00eb konfliktin sa m\u00eb shpejt t\u00eb jet\u00eb e mundur, q\u00eb t\u00eb mos mbesin pa th\u00ebn\u00eb gj\u00ebra dhe asnj\u00eb hidh\u00ebrim i mbajtur brenda.<\/p>\n<p><i>Planifikimi i p\u00ebrbashk\u00ebt. <\/i><\/p>\n<p><img decoding=\"async\" alt=\"Kur produktiviteti i dikujt ngre interes\" src=\"\/wp-content\/uploads\/2019\/04\/d5d9c2669cbef48419f295978f476fdd.gif\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nN\u00eb planifikimin e p\u00ebrbashk\u00ebt, ekipi duhet t\u00eb vler\u00ebsoj\u00eb mir\u00eb pun\u00ebn aktuale dhe at\u00eb q\u00eb do t\u00eb vij\u00eb. Mendoj se \u00ebsht\u00eb nj\u00eb mund\u00ebsi e mir\u00eb p\u00ebr t\u00eb shp\u00ebrndar\u00eb ngarkes\u00ebn n\u00eb m\u00ebnyr\u00eb uniforme tek \u00e7do shok ekipin. T\u00eb gjith\u00eb shok\u00ebt duhet t\u00eb komunikojn\u00eb me ekipin p\u00ebr \u00e7do gj\u00eb (v\u00ebshtir\u00ebsi, propozime dhe t\u00eb tjera). P\u00ebrndryshe, ekipi mund t'i hedh\u00eb edhe m\u00eb shum\u00eb detyra atij q\u00eb nuk flet, \u00e7ka do ta \u00e7oj\u00eb n\u00eb pik\u00ebllim dhe mund t\u00eb mbaj\u00eb nj\u00eb hidh\u00ebrim \u2013 dhe kjo \u00ebsht\u00eb e rrezikshme p\u00ebr ekipin e \u00ebndrrave! Dialogu i vazhduesh\u00ebm dhe i hapur \u00ebsht\u00eb \u00e7el\u00ebsi p\u00ebr planifikimin efektiv.<\/p>\n<p>Transparenta \u00ebsht\u00eb nj\u00eb atribut kaq i r\u00ebnd\u00ebsish\u00ebm p\u00ebr planifikimin, si nj\u00eb potion magjik p\u00ebr Asteriksin. Transparenta nevojitet p\u00ebr pun\u00eb m\u00eb efikase dhe marrjen e vendimeve efektive. Sepse kur ne shohim pamjen e plot\u00eb t\u00eb asaj q\u00eb ndodh, ne gjithmon\u00eb mund t\u00eb marrim nj\u00eb vendim t\u00eb mir\u00eb, i cili m\u00eb pas nuk do t\u00eb na detyroj\u00eb t\u00eb humbasim koh\u00eb p\u00ebr t\u00eb zbuluar arsyet e performanc\u00ebs s\u00eb dob\u00ebt ose d\u00ebshtimit.<\/p>\n<p><i>Dailies. <\/i><\/p>\n<p>Dailies jan\u00eb mbledhje ditore t\u00eb ekipit me q\u00ebllim t\u00eb njohjes dhe kuptimit t\u00eb statusit t\u00eb tyre aktual t\u00eb pun\u00ebs. Kjo \u00ebsht\u00eb qershia mbi tort\u00ebn e ekipit t\u00eb \u00ebndrrave. Sidomos n\u00ebse k\u00ebto dailies b\u00ebhen jo p\u00ebrmes Skype-it, por p\u00ebr nj\u00eb filxhan kafeje dhe n\u00eb nj\u00eb ambient informal. M\u00eb \u00ebsht\u00eb dh\u00ebn\u00eb mund\u00ebsia t\u00eb marr pjes\u00eb disa her\u00eb n\u00eb k\u00ebto dailies, dhe, n\u00ebse jam i sinqert\u00eb, kur kthehem n\u00eb vendin tim t\u00eb pun\u00ebs, d\u00ebshiroj t\u00eb punoj dhe krijoj m\u00eb shum\u00eb dhe m\u00eb shum\u00eb! Haha! Seriuzisht, djem. Dailies, n\u00ebse organizohen si\u00e7 duhet dhe koleg\u00ebt jan\u00eb t\u00eb hapur me nj\u00ebri-tjetrin, vrasin menj\u00ebher\u00eb disa zogj. Kjo \u00ebsht\u00eb transparenc\u00eb, planifikim i p\u00ebrbashk\u00ebt (e di, ka retrospektiv\u00eb, por k\u00ebtu mund t\u00eb kuptosh problemet shum\u00eb m\u00eb shpejt), marrje vendimesh t\u00eb p\u00ebrbashk\u00ebta, ide p\u00ebr ekipin dhe thjesht koha e kaluar s\u00eb bashku me ekipin!<\/p>\n<h4>Pra, le t\u00eb krijojm\u00eb k\u00ebt\u00eb ekip t\u00eb \u00ebndrrave!<\/h4>\n<p>\nDo t\u00eb d\u00ebshiroja t\u00eb besoja se secili prej nesh do t\u00eb punonte n\u00eb nj\u00eb ekip \u00ebndrrash. At\u00ebher\u00eb t\u00eb gjith\u00ebve do t\u00eb na shkonte mir\u00eb. Dhe nuk do t\u00eb kishte radh\u00eb ose vonesa, sepse ekipi i \u00ebndrrave arrin t\u00eb p\u00ebrballoj\u00eb gjith\u00e7ka, dhe nuk do t\u00eb kishte negativitet, sepse ekipi i \u00ebndrrave e do pun\u00ebn e tij dhe k\u00ebshtu me radh\u00eb.<\/p>\n<p>Personalish, jam krenar dhe i frym\u00ebzuar nga ekipi im. Dhe t\u00eb them se punoj n\u00eb nj\u00eb ekip \u00ebndrrash mbase do t\u00eb ishte e pasakt\u00eb, sepse \u00ebndrrat jan\u00eb krijuar p\u00ebr t'u b\u00ebr\u00eb t\u00eb paarritshme, n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb ket\u00eb di\u00e7ka p\u00ebr t\u00eb cil\u00ebn t\u00eb synosh.<br \/>\n<br \/>Burimi: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/company\/icl_services\/blog\/448334\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u041d\u0430\u0432\u0435\u0440\u043d\u044f\u043a\u0430 \u043a\u0430\u0436\u0434\u044b\u0439 \u0438\u0437 \u043d\u0430\u0441 \u043a\u043e\u0433\u0434\u0430-\u043d\u0438\u0431\u0443\u0434\u044c \u0437\u0430\u0434\u0443\u043c\u044b\u0432\u0430\u043b\u0441\u044f \u043e \u0442\u043e\u043c, \u0430 \u043a\u0430\u043a\u0430\u044f \u043e\u043d\u0430, \u044d\u0442\u0430 \u0441\u0430\u043c\u0430\u044f \u043a\u043e\u043c\u0430\u043d\u0434\u0430 \u043c\u0435\u0447\u0442\u044b? \u041a\u043e\u043c\u0430\u043d\u0434\u0430 \u043a\u0440\u0443\u0442\u044b\u0445 \u0434\u0440\u0443\u0437\u0435\u0439 \u041e\u0443\u0448\u0435\u043d\u0430? \u0418\u043b\u0438 \u043a\u043e\u043c\u0430\u043d\u0434\u0430 \u0441\u0431\u043e\u0440\u043d\u043e\u0439 \u0424\u0440\u0430\u043d\u0446\u0438\u0438 \u043f\u043e \u0444\u0443\u0442\u0431\u043e\u043b\u0443? \u0410 \u043c\u043e\u0436\u0435\u0442 \u0431\u044b\u0442\u044c \u043a\u043e\u043c\u0430\u043d\u0434\u0430 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u0447\u0438\u043a\u043e\u0432 \u0438\u0437 Google? \u0412\u043e \u0432\u0441\u044f\u043a\u043e\u043c \u0441\u043b\u0443\u0447\u0430\u0435 \u043c\u044b \u0431\u044b \u0445\u043e\u0442\u0435\u043b\u0438 \u043e\u043a\u0430\u0437\u0430\u0442\u044c\u0441\u044f \u0432 \u0442\u0430\u043a\u043e\u0439 \u043a\u043e\u043c\u0430\u043d\u0434\u0435 \u0438\u043b\u0438 \u0434\u0430\u0436\u0435 \u0441\u043e\u0437\u0434\u0430\u0442\u044c \u0435\u0435. \u041d\u0443 \u0438 \u043d\u0430 \u0444\u043e\u043d\u0435 \u0432\u0441\u0435\u0433\u043e \u044d\u0442\u043e\u0433\u043e \u0445\u043e\u0447\u0443 \u043f\u043e\u0434\u0435\u043b\u0438\u0442\u044c\u0441\u044f \u0441 [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":23625,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-31724","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.1.1 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u041d\u0430\u0432\u0435\u0440\u043d\u044f\u043a\u0430 \u043a\u0430\u0436\u0434\u044b\u0439 \u0438\u0437 \u043d\u0430\u0441 \u043a\u043e\u0433\u0434\u0430-\u043d\u0438\u0431\u0443\u0434\u044c \u0437\u0430\u0434\u0443\u043c\u044b\u0432\u0430\u043b\u0441\u044f \u043e \u0442\u043e\u043c, \u0430 \u043a\u0430\u043a\u0430\u044f \u043e\u043d\u0430, \u044d\u0442\u0430 \u0441\u0430\u043c\u0430\u044f \u043a\u043e\u043c\u0430\u043d\u0434\u0430 \u043c\u0435\u0447\u0442\u044b? 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