<\/a><\/noindex>S\u00eb pari, n\u00eb nj\u00eb situat\u00eb konflikti n\u00eb pun\u00eb, pal\u00ebt ndodhen n\u00eb nj\u00eb situat\u00eb q\u00eb k\u00ebrkon zgjidhjen e nj\u00eb \u00e7\u00ebshtjeje, e cila \u00ebsht\u00eb e r\u00ebnd\u00ebsishme p\u00ebr nj\u00ebr\u00ebn nga pal\u00ebt, p\u00ebr t\u00eb dyja ose p\u00ebr organizat\u00ebn n\u00eb t\u00ebr\u00ebsi. N\u00eb k\u00ebt\u00eb rast, p\u00ebr shkak t\u00eb specifik\u00ebs s\u00eb situat\u00ebs, pal\u00ebt zakonisht kan\u00eb mjaft koh\u00eb dhe m\u00ebnyra t\u00eb ndryshme p\u00ebr ta zgjidhur (formale, informale, takime, shkresa, vendime nga drejtuesit, q\u00ebllime dhe plane t\u00eb ekipit, prania e nj\u00eb hierarkie, etj.). Kjo \u00ebsht\u00eb ajo q\u00eb e ndan situat\u00ebn e zgjidhjes s\u00eb nj\u00eb \u00e7\u00ebshtjeje pune (ose jo-pune) n\u00eb organizat\u00eb nga, p\u00ebr shembull, zgjidhja e nj\u00eb \u00e7\u00ebshtjeje t\u00eb r\u00ebnd\u00ebsishme: \u201cH\u00eb, djal\u00eb, nga cila lagje je?!\u201d n\u00eb rrug\u00eb, ose konflikti nga epigrafi. N\u00eb rastin e zgjidhjes s\u00eb nj\u00eb \u00e7\u00ebshtjeje pune, r\u00ebnd\u00ebsi kan\u00eb cil\u00ebsia e procesit t\u00eb pun\u00ebs dhe kultura e zgjidhjes s\u00eb \u00e7\u00ebshtjeve n\u00eb ekip.<\/p>\n
E treta, fakti p\u00ebrcaktues i konfliktit (n\u00eb kontekst t\u00eb diskutimit ton\u00eb) \u00ebsht\u00eb se pal\u00ebt e procesit nuk mund t\u00eb arrijn\u00eb nj\u00eb zgjidhje q\u00eb i k\u00ebnaq t\u00eb gjitha pal\u00ebt. Situata k\u00ebrkon nd\u00ebrhyrjen e nj\u00eb pal\u00eb t\u00eb tret\u00eb, nj\u00eb arbit\u00ebr t\u00eb jasht\u00ebm. Ky pik\u00eb mund t\u00eb duket i diskutuesh\u00ebm, por, n\u00eb thelb, n\u00ebse situata e konfliktit zgjidhet me sukses pa nd\u00ebrhyrjen e nj\u00eb arbitri t\u00eb jasht\u00ebm, problemi \u00ebsht\u00eb zgjidhur me sukses dhe marr\u00ebdh\u00ebniet mes pal\u00ebve nuk jan\u00eb p\u00ebrkeq\u00ebsuar, kjo \u00ebsht\u00eb ajo situat\u00eb q\u00eb duhet t\u00eb synohet. Me siguri, p\u00ebr nj\u00eb konflikt t\u00eb till\u00eb, ndoshta nuk do t\u00eb dijm\u00eb asgj\u00eb, ose do ta m\u00ebsojm\u00eb aksidentalisht pas zgjidhjes s\u00eb tij. Sa m\u00eb shum\u00eb probleme q\u00eb ekipi mund t\u00eb zgjidh\u00eb vet\u00eb, aq m\u00eb efektiv do t\u00eb funksionoj\u00eb.<\/p>\n
Nj\u00eb tjet\u00ebr tipar karakteristik i konfliktit q\u00eb vlen t\u00eb p\u00ebrmendet \u00ebsht\u00eb intensiteti emocional gjat\u00eb zgjidhjes. Konflikti nuk \u00ebsht\u00eb domosdoshm\u00ebrisht i lidhur me nj\u00eb grad\u00eb t\u00eb lart\u00eb emocionale. Pjes\u00ebmarr\u00ebsit nuk kan\u00eb nevoj\u00eb t\u00eb b\u00ebrtasin ose t\u00eb p\u00ebrshkruajn\u00eb me duar p\u00ebr t\u00eb qen\u00eb nj\u00eb situat\u00eb konflikti. N\u00ebse \u00e7\u00ebshtja nuk zgjidhet dhe ndjenja emocionale \u00ebsht\u00eb prezente (ndoshta nuk shprehet ose qart\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb dukshme), kjo do t\u00eb thot\u00eb q\u00eb kemi nj\u00eb situat\u00eb konfliktesh.<\/p>\n
A duhet t\u00eb nd\u00ebrhyjm\u00eb n\u00eb situatat konfliktuale, apo \u00ebsht\u00eb m\u00eb mir\u00eb t'i l\u00ebm\u00eb ato t\u00eb zgjidhen vetvetiu dhe t\u00eb presim kur problemi do t\u00eb zgjidhet? Po. Nuk \u00ebsht\u00eb gjithmon\u00eb n\u00eb fuqin\u00eb tuaj ose kompetenc\u00ebn tuaj t\u00eb zgjidhni plot\u00ebsisht nj\u00eb konflikt, por n\u00eb \u00e7do situat\u00eb, n\u00eb nj\u00eb konflikt nga \u00e7do shkall\u00eb, mund t\u00eb merrni nj\u00eb q\u00ebndrim t\u00eb pjekur, duke e nxjerr\u00eb k\u00ebshtu edhe disa njer\u00ebz p\u00ebrreth jush n\u00eb t\u00eb nj\u00ebjtin nivel, duke zbutur pasojat negative t\u00eb konfliktit dhe duke ndihmuar n\u00eb zgjidhjen e tij.<\/p>\n
Para se t\u00eb shqyrtojm\u00eb disa shembuj t\u00eb situatave konfliktuale, le t\u00eb ndalemi n\u00eb disa momente t\u00eb r\u00ebnd\u00ebsishme, t\u00eb zakonshme p\u00ebr t\u00eb gjith\u00eb konfliktet.<\/p>\n
Kur zgjidhni nj\u00eb konflikt, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb jeni mbi p\u00ebrleshjen dhe jo brenda saj (kjo quhet ndonj\u00ebher\u00eb \"t\u00eb z\u00ebnit nj\u00eb metapozicion\"), dometh\u00ebn\u00eb, t\u00eb mos p\u00ebrfshiheni n\u00eb procesin e zgjidhjes si nj\u00ebra nga pal\u00ebt. Ndryshe, si nj\u00eb arbit\u00ebr i jasht\u00ebm q\u00eb ndihmon n\u00eb zgjidhje, do t\u00eb forconi vet\u00ebm pozitat e nj\u00ebrit prej pal\u00ebve n\u00eb d\u00ebm t\u00eb tjetr\u00ebs. Kur merrni nj\u00eb vendim, \u00ebsht\u00eb thelb\u00ebsore q\u00eb ky vendim t\u00eb pranohet moralisht nga t\u00eb gjitha pal\u00ebt, si\u00e7 thon\u00eb, \"t\u00eb jet\u00eb bler\u00eb\". Q\u00eb, edhe n\u00ebse pal\u00ebt nuk ishin t\u00eb entuziazmuara p\u00ebr vendimin e marr\u00eb, ato megjithat\u00eb t\u00eb jen\u00eb sinqerisht t\u00eb gatshme ta zbatojn\u00eb. Si\u00e7 quhet, t\u00eb jemi n\u00eb gjendje t\u00eb mosbiem dakord dhe t\u00eb angazhohemi. P\u00ebrndryshe, konflikti do t\u00eb ndryshoj\u00eb vet\u00ebm form\u00ebn; zjarri q\u00eb digjet dhe mbetet n\u00ebn turfe do t\u00eb shp\u00ebrthej\u00eb p\u00ebrs\u00ebri n\u00eb nj\u00eb moment t\u00eb caktuar.<\/p>\n
Momenti i dyt\u00eb, i lidhur pjes\u00ebrisht me t\u00eb parin \u2014 n\u00ebse po merrni pjes\u00eb n\u00eb zgjidhjen e konfliktit, merreni me shum\u00eb seriozitet n\u00eb aspektin e komunikimeve dhe studimin e kontekstit. Flisni personalisht me secil\u00ebn pal\u00eb. Ndryshe me secil\u00ebn, p\u00ebr fillim. Mos u k\u00ebnaqni vet\u00ebm me post\u00ebn. N\u00eb rastin e nj\u00eb ekipi t\u00eb shp\u00ebrnduar \u2014 flisni t\u00eb pakt\u00ebn p\u00ebrmes videokonferenc\u00ebs. Mos u k\u00ebnaqni me thashetheme dhe p\u00ebrs\u00ebritje t\u00eb d\u00ebshmitar\u00ebve. Kuptoni historin\u00eb, \u00e7far\u00eb d\u00ebshiron secila pal\u00eb, pse d\u00ebshiron k\u00ebt\u00eb, \u00e7far\u00eb pret, a kan\u00eb provuar t\u00eb zgjidhin k\u00ebt\u00eb \u00e7\u00ebshtje m\u00eb par\u00eb, \u00e7far\u00eb do ndodh\u00eb n\u00ebse nuk zgjidhet, cilat jan\u00eb opsionet e zgjidhjes q\u00eb ata e shohin, si e p\u00ebrfytyrojn\u00eb pozitat e nj\u00ebra-tjetr\u00ebs, \u00e7far\u00eb, sipas tyre, \u00ebsht\u00eb e drejt\u00eb ose jo, etj. Ngarkoni n\u00eb kok\u00ebn tuaj gjith\u00eb kontekstin e mundsh\u00ebm, pa paragjykime, duke supozuar se t\u00eb gjith\u00eb kan\u00eb t\u00eb drejt\u00eb. Ju nuk jeni brenda konfliktit, jeni jasht\u00eb tij, n\u00eb nj\u00eb pozicion metak. N\u00ebse konteksti \u00ebsht\u00eb i disponuesh\u00ebm vet\u00ebm n\u00eb thread-in e post\u00ebs \u2014 t\u00eb pakt\u00ebn lexoni t\u00ebr\u00eb at\u00eb dhe diskutimet e lidhura me t\u00eb. Pasi t\u00eb keni lexuar \u2014 gjithsesi flisni me z\u00eb. Praktikisht garantuar do t\u00eb d\u00ebgjoni di\u00e7ka t\u00eb r\u00ebnd\u00ebsishme q\u00eb nuk \u00ebsht\u00eb n\u00eb post\u00eb.<\/p>\n
Nj\u00eb pik\u00eb e r\u00ebnd\u00ebsishme \u00ebsht\u00eb qasja e p\u00ebrgjithshme ndaj komunikimit. K\u00ebto jan\u00eb gj\u00ebra t\u00eb zakonshme, asgj\u00eb kozmike, por ato kan\u00eb nj\u00eb r\u00ebnd\u00ebsi t\u00eb madhe. S\u2019duhet t\u00eb p\u00ebrpiqemi t\u00eb kursejm\u00eb koh\u00eb, t\u00eb flasim me t\u00eb gjith\u00eb pjes\u00ebmarr\u00ebsit, t\u00eb kritikojm\u00eb jo personin, por t\u00eb shqyrtojm\u00eb pasojat e veprimeve t\u00eb tij (jo \"ti je i ashp\u00ebr\", por \"ndoshta njer\u00ebzit mund t\u00eb ofendohen nga kjo gj\u00eb\"), t\u00eb japim mund\u00ebsi p\u00ebr t\u00eb ruajtur fytyr\u00ebn, bisedat t\u2019i zhvillojm\u00eb personalisht dhe jo p\u00ebrpara nj\u00eb grupi.<\/p>\n
Konfliktet zakonisht shkaktohen nga nj\u00ebra nga dy arsye. E para lidhet me at\u00eb n\u00ebse ndihmojm\u00eb personin gjat\u00eb konfliktit t\u00eb jet\u00eb n\u00eb pozita t\u00eb rritura apo f\u00ebmij\u00eb (p\u00ebr k\u00ebt\u00eb m\u00eb posht\u00eb). Kjo lidhet me pjekurin\u00eb emocionale, aft\u00ebsin\u00eb p\u00ebr t\u00eb menaxhuar emocionet e tij (gj\u00eb q\u00eb, p\u00ebr t\u2019i treguar, nuk lidhet gjithmon\u00eb me mosh\u00ebn e tij). Arsyet e zakonshme t\u00eb tjera jan\u00eb pamjaftueshm\u00ebria e procesit t\u00eb pun\u00ebs, q\u00eb krijon situata t\u00eb zonave gri, ku p\u00ebrgjegj\u00ebsia \u00ebsht\u00eb e shp\u00ebrndar\u00eb midis pjes\u00ebmarr\u00ebsve, pritjet e pal\u00ebve nuk jan\u00eb t\u00eb qarta p\u00ebr nj\u00ebri-tjetrin, dhe rolet n\u00eb proces jan\u00eb t\u00eb paqarta. <\/p>\n
Prandaj, n\u00eb zgjidhjen e konfliktit (ashtu si dhe ndonj\u00eb \u00e7\u00ebshtje tjet\u00ebr) menaxheri duhet t\u00eb ket\u00eb parasysh tri perspektiva: perspektiv\u00ebn afatshkurt\u00ebr \u2014 t\u00eb zgjidh\u00eb \u00e7\u00ebshtjen\/kontestin k\u00ebtu dhe tani, perspektiv\u00ebn afatmesme \u2014 t\u00eb minimalizoj\u00eb mund\u00ebsin\u00eb e shfaqjes s\u00eb nj\u00eb konflikti tjet\u00ebr p\u00ebr t\u00eb nj\u00ebjt\u00ebn arsye, dhe perspektiv\u00ebn afatgjat\u00eb \u2014 t\u00eb edukoj\u00eb n\u00eb ekip kultur\u00ebn e nj\u00eb personi t\u00eb rritur. <\/p>\n
\u00c7do nj\u00ebri prej nesh ka nj\u00eb f\u00ebmij\u00eb t\u00eb brendsh\u00ebm, rreth tre deri n\u00eb kat\u00ebr vje\u00e7. Shumic\u00ebn e koh\u00ebs ai fle n\u00eb pun\u00eb, por ndonj\u00ebher\u00eb zgjohet dhe merr kontrollin. F\u00ebmija ka p\u00ebrpar\u00ebsit\u00eb e tij. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme p\u00ebr t\u00eb t\u00eb insistoj\u00eb se kjo \u00ebsht\u00eb kutia e tij e r\u00ebr\u00ebs, n\u00ebna e do at\u00eb m\u00eb shum\u00eb, makina e tij \u00ebsht\u00eb m\u00eb e mira (dizajni \u00ebsht\u00eb m\u00eb i mir\u00eb, ai programon m\u00eb mir\u00eb se kushdo, ...). N\u00eb situatat e konfliktit, f\u00ebmija mund t\u00eb shtr\u00ebngoj\u00eb lodrat, t\u00eb godas\u00eb me k\u00ebmb\u00eb dhe t\u00eb godas\u00eb me lopat\u00eb, por ai nuk mund t\u00eb zgjidh\u00eb \u00e7\u00ebshtje t\u00eb rritura (arkitektura e zgjidhjes, qasjet p\u00ebr testim automatik, afatet e lansimit, etj), ai nuk mendon n\u00eb terma t\u00eb dobis\u00eb p\u00ebr ekipin. F\u00ebmij\u00ebn n\u00eb konflikt mund ta inkurajoni, ta ngush\u00eblloni dhe ta d\u00ebrgoni t\u00eb flej\u00eb, duke i k\u00ebrkuar atij t\u00eb th\u00ebrras\u00eb t\u00eb rriturin e tij. Para se t\u00eb filloni diskutimin n\u00eb kushte konflikti, sigurohuni se po flisni me t\u00eb rriturin, jo me f\u00ebmij\u00ebn, dhe gjithashtu q\u00ebndroni n\u00eb pozitat e t\u00eb rriturit. N\u00ebse q\u00ebllimi juaj i sinqert\u00eb n\u00eb k\u00ebt\u00eb moment \u00ebsht\u00eb t\u00eb zgjidhni nj\u00eb \u00e7\u00ebshtje serioze, ju jeni n\u00eb pozit\u00ebn e nj\u00eb njeriu t\u00eb rritur. N\u00ebse q\u00ebllimi juaj \u00ebsht\u00eb t\u00eb godas\u00eb me k\u00ebmb\u00eb dhe t\u00eb godas\u00eb me lopat\u00eb \u2014 kjo \u00ebsht\u00eb nj\u00eb pozit\u00eb f\u00ebmij\u00ebsh. D\u00ebrgoni f\u00ebmij\u00ebn tuaj t\u00eb brendsh\u00ebm t\u00eb flej\u00eb dhe th\u00ebrrisni t\u00eb rriturin, ose shtyni diskutimin p\u00ebr m\u00eb von\u00eb. Njeriu merr nj\u00eb vendim emocional dhe m\u00eb pas k\u00ebrkon nj\u00eb arsyetim racional p\u00ebr t\u00eb. Vendimi i marr\u00eb nga f\u00ebmija, duke u bazuar n\u00eb p\u00ebrpar\u00ebsit\u00eb f\u00ebminore, nuk do t\u00eb jet\u00eb optimal.<\/p>\n
P\u00ebrve\u00e7 sjelljes n\u00eb momentin e konfliktit, pozita e f\u00ebmij\u00ebve ose e t\u00eb rriturve karakterizohet gjithashtu nga niveli i p\u00ebrgjegj\u00ebsis\u00eb q\u00eb nj\u00eb person \u00ebsht\u00eb i gatsh\u00ebm t\u00eb marr\u00eb mbi vete. N\u00eb manifestimet ekstreme, pozita f\u00ebminore e nj\u00eb programuesi, t\u00eb cil\u00ebn e kam takuar shpesh, duket k\u00ebshtu: kam shkruar kodin, e kam d\u00ebrguar p\u00ebr rishikim \u2014 puna ime ka mbaruar. Rishikuesit duhet ta shohin dhe ta bashkojn\u00eb, QA duhet ta verifikoj\u00eb, n\u00ebse do t\u00eb ket\u00eb probleme \u2014 ata do m\u00eb njoftojn\u00eb. Si\u00e7 \u00ebsht\u00eb e \u00e7uditshme, edhe njer\u00ebz mjaft t\u00eb rritur dhe me p\u00ebrvoj\u00eb ndonj\u00ebher\u00eb sillen n\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb. Ana tjet\u00ebr e skal\u00ebs \u2014 nj\u00eb person e konsideron veten p\u00ebrgjegj\u00ebs p\u00ebr t\u00eb siguruar q\u00eb kodi i tij t\u00eb funksiononte, t\u00eb mbulohej me teste, t\u00eb kontrollohej personalisht nga ai, t\u00eb kalonte rishikimin me sukses (n\u00ebse \u00ebsht\u00eb e nevojshme, s\u2019ka problem t\u00eb kontaktoj\u00eb rishikuesit, t\u00eb diskutoj\u00eb \u00e7\u00ebshtjet me z\u00eb, etj.) dhe t\u00eb ishte bashkuar, QA do t'i ofrohet ndihm\u00eb n\u00ebse nevojitet, skenar\u00ebt e testimit do t\u00eb p\u00ebrshkruhen, etj. N\u00eb raste normale, programuesi ose fillimisht ndodhet m\u00eb af\u00ebr an\u00ebs s\u00eb t\u00eb rriturve t\u00eb skal\u00ebs, ose zhvendoset atje me akumulimin e p\u00ebrvoj\u00ebs (me kusht q\u00eb n\u00eb ekip t\u00eb kultivohet kultura e duhur). N\u00eb rastet ekstreme, ai vazhdon t\u00eb punoj\u00eb, zakonisht duke mbajtur pozita f\u00ebminore, dhe at\u00ebher\u00eb ai dhe ekipi i tij hasin her\u00eb pas here probleme dhe konflikte.<\/p>\n
Edukimi n\u00eb nj\u00eb ekip t\u00eb nj\u00eb kulture t\u00eb duhur dhe t\u00eb rritur \u00ebsht\u00eb nj\u00eb detyr\u00eb e r\u00ebnd\u00ebsishme p\u00ebr \u00e7do menaxher. Kjo k\u00ebrkon nj\u00eb koh\u00eb t\u00eb gjat\u00eb dhe p\u00ebrpjekje t\u00eb p\u00ebrditshme, por rezultati ia vlen. Ka dy m\u00ebnyra p\u00ebr t\u00eb ndikuar n\u00eb kultur\u00ebn e ekipit \u2014 shembulli personal (q\u00eb do t\u00eb ndiqet patjet\u00ebr, sepse ekipi gjithmon\u00eb shikon te lideri) dhe diskutimi dhe inkurajimi i sjelljeve t\u00eb duhura. Ashtu si\u00e7 nuk ka asgj\u00eb t\u00eb komplikuar ose shum\u00eb formale, thjesht gjat\u00eb diskutimeve mbi problemet n\u00ebnvizoni se si mund t\u00eb kishte qen\u00eb b\u00ebr\u00eb ndryshe, theksoni kur \u00ebsht\u00eb arritur nj\u00eb zgjidhje e duhur, lavd\u00ebroni dhe b\u00ebni v\u00ebrejtje n\u00eb analizat e lirimeve, etj.<\/p>\n
T\u00eb shqyrtojm\u00eb disa situata tipike konfliktuale, nga e thjeshta n\u00eb t\u00eb komplikuar:<\/p>\n
Konfliktet q\u00eb nuk lidhen me \u00e7\u00ebshtjet e pun\u00ebs<\/b><\/p>\n
Mjaft shpesh ndodhin konflikte n\u00eb pun\u00eb q\u00eb nuk lidhen me \u00e7\u00ebshtjet e pun\u00ebs. Shfaqja dhe leht\u00ebsia e zgjidhjes s\u00eb tyre zakonisht jan\u00eb drejtp\u00ebrdrejt t\u00eb lidhura me nivelin e inteligjenc\u00ebs emocionale t\u00eb pjes\u00ebmarr\u00ebsve, nivelin e tyre t\u00eb pjekuris\u00eb, dhe nuk lidhen me p\u00ebrsosni ose mang\u00ebsi t\u00eb procesit t\u00eb pun\u00ebs.<\/p>\n
Shembuj tipik\u00eb \u2014 ndoshta dikush nuk e p\u00ebrdor mjaft shpesh makin\u00ebn e lavanderis\u00eb ose dushin, gj\u00eb q\u00eb nuk i p\u00eblqen t\u00eb tjer\u00ebve, nj\u00ebri ndihet ngusht\u00eb, nd\u00ebrsa tjetri ka aj\u00ebr t\u00eb ftoht\u00eb n\u00ebse hap dritaren, dikush \u00ebsht\u00eb shum\u00eb i zhurmsh\u00ebm, nd\u00ebrsa t\u00eb tjer\u00ebt kan\u00eb nevoj\u00eb p\u00ebr qet\u00ebsi p\u00ebr t\u00eb punuar, dhe k\u00ebshtu me radh\u00eb. Nuk \u00ebsht\u00eb mir\u00eb t\u00eb shtyhet zgjidhja e konflikteve t\u00eb tilla dhe t\u00eb lihen t\u00eb shkojn\u00eb p\u00ebr s\u00eb gjalli. Ato nuk do t\u00eb zhduken vetvetiu dhe do t\u00eb t\u00ebrheqin v\u00ebmendjen nga puna \u00e7do dit\u00eb, duke e helmuar atmosfer\u00ebn n\u00eb ekip. Fatmir\u00ebsisht, zgjidhja e tyre zakonisht nuk \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb \u2014 mjafton t\u00eb bisedosh qet\u00ebsisht (sigurisht, nj\u00eb nga nj\u00eb) me kolegun q\u00eb injoron higjien\u00ebn, t\u00eb sigurosh nj\u00eb vendosje komode p\u00ebr ata q\u00eb preferojn\u00eb qet\u00ebsin\u00eb\/ftoh\u00ebsi, t\u00eb blesh kufje absorbues zhurmash ose t\u00eb vendos\u00ebsh ndar\u00ebse, etj. <\/p>\n
Nj\u00eb tjet\u00ebr shembull q\u00eb m\u00eb \u00ebsht\u00eb ndodhur disa her\u00eb gjat\u00eb pun\u00ebs \u00ebsht\u00eb papajtueshm\u00ebria psikologjike e an\u00ebtar\u00ebve t\u00eb ekipit. P\u00ebr disa arsye, njer\u00ebzit thjesht nuk mund t\u00eb punojn\u00eb s\u00eb bashku; \u00e7do komunikim p\u00ebrfundon n\u00eb nj\u00eb l\u00ebmsh. Ndonj\u00ebher\u00eb, kjo lidhet me faktin se ata mbajn\u00eb q\u00ebndrime polarizuese p\u00ebr ndonj\u00eb \u00e7\u00ebshtje t\u00eb r\u00ebnd\u00ebsishme (zakonisht politike) dhe nuk jan\u00eb n\u00eb gjendje ta l\u00ebn\u00eb at\u00eb jasht\u00eb pun\u00ebs. T\u00eb bind\u00ebsh ata t\u00eb durojn\u00eb nj\u00ebri-tjetrin ose t\u00eb ndryshojn\u00eb sjelljen e tyre \u00ebsht\u00eb nj\u00eb detyr\u00eb mjaft t\u00eb pafrytshme. P\u00ebrjashtimi i vet\u00ebm q\u00eb kam hasur \u00ebsht\u00eb koleg\u00ebt e rinj me nj\u00eb perceptim t\u00eb hapur; sjellja e tyre ende mund t\u00eb ndryshohet gradualisht p\u00ebrmes bisedave periodike. Zakonisht, problemi zgjidhet duke i ndar\u00eb n\u00eb ekipe t\u00eb ndryshme, ose, s\u00eb paku, duke siguruar mund\u00ebsin\u00eb p\u00ebr t\u00eb takuar shum\u00eb rrall\u00eb n\u00eb pun\u00eb.<\/p>\n
N\u00eb t\u00eb gjitha situatat e p\u00ebrmendura, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb flas\u00ebsh personalisht me t\u00eb gjith\u00eb pjes\u00ebmarr\u00ebsit, t\u00eb diskutosh situat\u00ebn, t\u00eb pyes\u00ebsh n\u00ebse ata n\u00eb t\u00eb v\u00ebrtet\u00eb e shohin nj\u00eb problem n\u00eb k\u00ebt\u00eb rast, t\u00eb pyes\u00ebsh se cilat jan\u00eb, sipas mendimit t\u00eb tyre, mund\u00ebsit\u00eb p\u00ebr zgjidhje dhe t\u00eb sigurosh pjes\u00ebmarrjen e tyre n\u00eb procesin e marrjes s\u00eb vendimit.<\/p>\n
N\u00eb aspektin e optimizimit t\u00eb procesit t\u00eb pun\u00ebs (perspektiva afatmesme p\u00ebr t\u00eb cil\u00ebn p\u00ebrmenda), nuk ka shum\u00eb mund\u00ebsi p\u00ebr t\u00eb vepruar k\u00ebtu, momenti i vet\u00ebm p\u00ebr optimizim \u00ebsht\u00eb t\u00eb merret parasysh faktori i p\u00ebrputhshm\u00ebris\u00eb gjat\u00eb formimit t\u00eb ekipit dhe t\u00eb mos vendosen s\u00eb bashku njer\u00ebz q\u00eb do t\u00eb p\u00ebrplasen. <\/p>\n
N\u00eb aspektin e kultur\u00ebs s\u00eb ekipit, situatat e tilla ndodhin shum\u00eb m\u00eb rrall\u00eb n\u00eb ekipe me nj\u00eb kultur\u00eb t\u00eb pjekur, ku njer\u00ebzit respektojn\u00eb ekipin dhe koleg\u00ebt dhe din\u00eb t\u00eb zgjidhin problemet vet\u00eb. P\u00ebr m\u00eb tep\u00ebr, konfliktet e tilla zgjidhen shum\u00eb m\u00eb leht\u00eb (shpesh automatikisht) n\u00eb ekipe ku niveli i besimit \u00ebsht\u00eb i lart\u00eb, njer\u00ebzit kan\u00eb punuar s\u00eb bashku p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb dhe\/ose komunikojn\u00eb shpesh jasht\u00eb orarit t\u00eb pun\u00ebs.<\/p>\n
Konfliktet e lidhura me \u00e7\u00ebshtjet e pun\u00ebs:<\/b><\/p>\n
K\u00ebto konflikte zakonisht shkaktohen nga t\u00eb dyja arsyet n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, si nga emocionet (fakti q\u00eb ndonj\u00eb nga pjes\u00ebmarr\u00ebsit nuk \u00ebsht\u00eb n\u00eb pozita t\u00eb p\u00ebrgjegjshme), ashtu dhe nga imperfeksioni i procesit t\u00eb pun\u00ebs. Nj\u00eb nga llojet m\u00eb t\u00eb zakonshme t\u00eb konflikteve q\u00eb kam hasur jan\u00eb konfliktet gjat\u00eb rishikimit t\u00eb kodit ose diskutimit t\u00eb arkitektur\u00ebs mes zhvilluesve. <\/p>\n
Do t\u00eb sh\u00ebnoja dy raste tipike k\u00ebtu:<\/p>\n
1) N\u00eb rastin e par\u00eb, zhvilluesi nuk arrin t\u00eb marr\u00eb rishikimin e kodit nga nj\u00eb koleg. Patch-i \u00ebsht\u00eb d\u00ebrguar p\u00ebr rishikim, por nuk ndodh asgj\u00eb. Me sa duket, nuk ka nj\u00eb konflikt t\u00eb qart\u00eb midis dy pal\u00ebve, por n\u00ebse mendojm\u00eb mir\u00eb, ky \u00ebsht\u00eb nj\u00eb konflikt t\u00ebr\u00ebsisht i mundsh\u00ebm. Problemi n\u00eb pun\u00eb nuk zgjidhet, nj\u00ebra pal\u00eb (e cila pret rishikimin) p\u00ebrjeton nj\u00eb shqet\u00ebsim t\u00eb duksh\u00ebm. Nj\u00eb n\u00ebnlloj ekstrem i k\u00ebtij rasti \u00ebsht\u00eb zhvillimi n\u00eb komunitet ose n\u00eb ekipe t\u00eb ndryshme, ku rishikuesi ndoshta nuk \u00ebsht\u00eb i interesuar p\u00ebr k\u00ebt\u00eb kod t\u00eb ve\u00e7ant\u00eb, p\u00ebr shkak t\u00eb ngarkes\u00ebs ose rrethanave t\u00eb tjera mund ta injoroj\u00eb krejt\u00ebsisht k\u00ebrkes\u00ebn p\u00ebr rishikim, dhe nj\u00eb arbit\u00ebr t\u00eb jasht\u00ebm (menaxher i p\u00ebrbashk\u00ebt p\u00ebr t\u00eb dy pal\u00ebt) mund t\u00eb mos ekzistoj\u00eb fare. <\/p>\n
Qasja ndaj zgjidhjes, e cila ndihmon n\u00eb nj\u00eb situat\u00eb t\u00eb till\u00eb, i p\u00ebrket pik\u00ebrisht perspektiv\u00ebs afatgjat\u00eb, kultur\u00ebs s\u00eb nj\u00eb individi t\u00eb rritur. S\u00eb pari, funksionon aktivizmi i arsyesh\u00ebm. Mos prit q\u00eb kodi q\u00eb \u00ebsht\u00eb n\u00eb rishikim ta t\u00ebrheq\u00eb vet\u00eb v\u00ebmendjen e rishikuesit. Duhet ta ndihmosh rishikuesin ta v\u00ebren at\u00eb. Ping disa njer\u00ebz, b\u00ebj nj\u00eb pyetje n\u00eb sinkap, merr pjes\u00eb n\u00eb diskutime. \u00cbsht\u00eb e qart\u00eb se ngacmimi m\u00eb shum\u00eb d\u00ebmton sesa ndihmon, prandaj duhet t\u00eb p\u00ebrdor\u00ebsh sh\u00ebndetin e mendor. S\u00eb dyti, p\u00ebrgatitja e parakohshme funksionon mir\u00eb. N\u00ebse ekipi kupton se \u00e7far\u00eb dhe pse po ndodh, pse \u00ebsht\u00eb e nevojshme ky kod, dizajni \u00ebsht\u00eb diskutuar dhe miratuar paraprakisht nga t\u00eb gjith\u00eb, at\u00ebher\u00eb njer\u00ebzit do t\u00eb ken\u00eb m\u00eb shum\u00eb shanse ta v\u00ebrejn\u00eb k\u00ebt\u00eb kod dhe ta pranojn\u00eb at\u00eb p\u00ebr pun\u00eb. S\u00eb treti, autoriteti funksionon. N\u00ebse do q\u00eb t\u00eb rishikohet kodi yt, b\u00ebj shum\u00eb rishikime vet\u00eb. Kryej rishikime cil\u00ebsore, me kontrolle reale, teste t\u00eb v\u00ebrteta, komente t\u00eb dobishme. N\u00ebse nofka jote njihet n\u00eb ekip nga nj\u00eb k\u00ebndv\u00ebshtrim pozitiv, do t\u00eb ket\u00eb m\u00eb shum\u00eb mund\u00ebsi q\u00eb kodi yt t\u00eb t\u00ebrheq\u00eb v\u00ebmendjen.<\/p>\n
Nga pik\u00ebpamja e procesit t\u00eb pun\u00ebs, p\u00ebrmir\u00ebsimet e mundshme k\u00ebtu jan\u00eb vendosja e duhur e prioriteteve, e cila ndihmon zhvilluesin t\u00eb arrij\u00eb objektivat e tij dhe t\u00eb ekipit (si\u00e7 \u00ebsht\u00eb shkruajtja e rishikimeve t\u00eb tjer\u00ebve, d\u00ebrgimi i email-eve n\u00eb komunitet, mb\u00ebshtetje e kodit me p\u00ebrshkrim arkitekture, dokumentacion, teste, pjes\u00ebmarrje n\u00eb diskutime n\u00eb komunitet, etj.), si dhe t\u00eb mos lejoj\u00eb q\u00eb patches t\u00eb ngecin p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb n\u00eb radh\u00eb, dhe k\u00ebshtu me radh\u00eb. <\/p>\n
2) Rasti i dyt\u00eb i zakonsh\u00ebm i konflikteve gjat\u00eb rishikimit t\u00eb kodit ose dizajnit jan\u00eb pik\u00ebpamje t\u00eb ndryshme mbi \u00e7\u00ebshtje teknike, stilin e kodimit, zgjedhjen e mjeteve. Ka nj\u00eb r\u00ebnd\u00ebsi t\u00eb madhe niveli i besimit midis pjes\u00ebmarr\u00ebsve, p\u00ebrkat\u00ebsia n\u00eb t\u00eb nj\u00ebjtin ekip, dhe p\u00ebrvoja e pun\u00ebs s\u00eb p\u00ebrbashk\u00ebt. Nj\u00eb bllokim ndodh kur ndonj\u00eb pjes\u00ebmarr\u00ebs merr nj\u00eb pozicion t\u00eb infantilizuar, duke mos u p\u00ebrpjekur t\u00eb d\u00ebgjoj\u00eb at\u00eb q\u00eb d\u00ebshiron t\u00eb thot\u00eb biseduesi. Shpesh, si qasja e propozuar nga pala tjet\u00ebr, ashtu edhe qasja e propozuar fillimisht, mund t\u00eb funksionojn\u00eb me sukses dhe nuk ka r\u00ebnd\u00ebsi themelore se cila do t\u00eb zgjidhet. <\/p>\n
Nj\u00eb her\u00eb, nj\u00eb programues nga ekipi im (le t'i japim emrin Pasha) p\u00ebrgatiti nj\u00eb patch me ndryshime n\u00eb sistemin e shp\u00ebrndarjes s\u00eb paketave, q\u00eb ishte zhvilluar dhe mbajtur nga koleg\u00ebt e departamentit fqinj. Nj\u00eb prej tyre (Igori) kishte nj\u00eb mendim t\u00eb fort\u00eb n\u00eb lidhje me at\u00eb si duhej t\u00eb konfiguroheshin sh\u00ebrbimet e Linux-it gjat\u00eb shp\u00ebrndarjes s\u00eb paketave. Ky mendim ndryshonte nga qasja e propozuar n\u00eb patch dhe ata nuk mund\u00ebn t\u00eb arrinin ndonj\u00eb marr\u00ebveshje. Si zakonisht, afatet ishin t\u00eb ngushta dhe duhej t\u00eb arrihej nj\u00eb zgjidhje; dikush nga ta duhej t\u00eb merrte nj\u00eb q\u00ebndrim t\u00eb pjekur. Pasha pranoi se t\u00eb dyja qasjet kishin t\u00eb drejt\u00eb t\u00eb ekzistonin, por d\u00ebshira e tij ishte q\u00eb varianti i tij t\u00eb kalonte, pasi nuk kishte asnj\u00eb p\u00ebrpar\u00ebsi teknike t\u00eb qart\u00eb as nga nj\u00ebra as nga tjetra. <\/p>\n
Diskutimi yn\u00eb dukej pak a shum\u00eb k\u00ebshtu (sigurisht, p\u00ebr shum\u00eb shkurtesa, biseda zgjati gjysm\u00eb ore): <\/p>\n
\u2014 Pasha, pas disa dit\u00ebsh kemi feature freeze. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb t\u00eb mbledhim gjith\u00e7ka dhe t\u00eb fillojm\u00eb testimin sa m\u00eb shpejt. Si mund ta kalojm\u00eb k\u00ebt\u00eb me Igorin?
Problemi u zgjidhur, lan\u00e7i doli n\u00eb koh\u00eb, Pasha nuk shfaqi pak\u00ebnaq\u00ebsi t\u00eb madhe, pasi ai vet\u00eb propozoi zgjidhjen dhe e realizoi at\u00eb. Igor ishte i k\u00ebnaqur, pasi mendimi i tij u mor parasysh dhe e b\u00ebn\u00eb ashtu si\u00e7 ai sugjeroi.<\/p>\n
Nj\u00eb lloj tjet\u00ebr i nj\u00eb konflikti t\u00eb till\u00eb n\u00eb thelb \u00ebsht\u00eb zgjedhja mes zgjidhjeve teknike\/bibliotekave\/afrove n\u00eb projekt, ve\u00e7an\u00ebrisht n\u00eb nj\u00eb ekip t\u00eb shp\u00ebrndar\u00eb. N\u00eb nj\u00eb nga projektet, q\u00eb pozicionohej si p\u00ebrdorim i C\/C++, n\u00eb fund rezultoi se menaxhimi teknik i projektit ishte kategorikisht kund\u00ebr p\u00ebrdorimit t\u00eb STL (Standard Template Library). Kjo \u00ebsht\u00eb nj\u00eb bibliotek\u00eb standarde e gjuh\u00ebs q\u00eb thjeshton zhvillimin dhe ekipi yn\u00eb ishte shum\u00eb i zakonsh\u00ebm me t\u00eb. U zbulua se projekti ishte shum\u00eb m\u00eb af\u00ebr C sesa C++, gj\u00eb q\u00eb nuk e frym\u00ebzonte shum\u00eb ekipin, pasi menaxhimenti kishte p\u00ebrzgjedhur disa programues t\u00eb v\u00ebrtet\u00eb t\u00eb shk\u00eblqyer. Nd\u00ebrkoh\u00eb, pjesa amerikane e ekipit, si inxhinier\u00ebt ashtu edhe menaxher\u00ebt, kishin punuar n\u00eb kompani p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, u ishin p\u00ebrshtatur shikimeve ekzistuese dhe gjith\u00e7ka i k\u00ebnaqte. Pjesa ruse e ekipit u mblodh s\u00eb bashku vet\u00ebm s\u00eb fundmi, p\u00ebr disa jav\u00eb (p\u00ebrfshir\u00eb edhe mua). Pjesa ruse e ekipit refuzonte kategorikisht t\u00eb heq\u00eb dor\u00eb nga qasja e zakonshme n\u00eb zhvillim.<\/p>\n
Diskutimet e pafundme me shkrim filluan mes dy kontinenteve, me letra q\u00eb fluturonin nga tre deri n\u00eb kat\u00ebr ekrane n\u00eb t\u00eb dyja drejtimet, n\u00eb d\u00ebrgesa grupore dhe personale, nga programuesit p\u00ebr programuesit dhe menaxher\u00ebt. Si\u00e7 ndodh zakonisht, letra t\u00eb k\u00ebtij madh\u00ebsie nuk i lexonte askush p\u00ebrve\u00e7 autor\u00ebve dhe mb\u00ebshtet\u00ebsve t\u00eb tyre t\u00eb apasionuar. Bisedat ishin t\u00eb ngarkuara, duke shk\u00ebmbyer n\u00eb t\u00eb dyja drejtimet mendime shum\u00eb-ekrane p\u00ebr avantazhet teknike t\u00eb STL, sa mir\u00eb \u00ebsht\u00eb testuar, sa e sigurt \u00ebsht\u00eb, dhe si e bukur \u00ebsht\u00eb jeta me t\u00eb, dhe si e tmerrshme pa t\u00eb. <\/p>\n
Kjo ka zgjatur mjaft gjat\u00eb, deri sa un\u00eb p\u00ebrfundimisht e kuptova se ne ishim duke diskutuar an\u00ebt teknike t\u00eb \u00e7\u00ebshtjes, nd\u00ebrsa problemi n\u00eb realitet nuk ishte teknik. Problemi nuk \u00ebsht\u00eb n\u00eb meritat ose disfavorit e STL-s\u00eb ose n\u00eb kompleksitetin e pun\u00ebs pa t\u00eb. Problemi \u00ebsht\u00eb m\u00eb shum\u00eb organizativ. Na nevojitej thjesht t\u00eb kuptonim se si funksiononte kompania ku punonim. Askush nga ne nuk kishte p\u00ebrvoj\u00eb t\u00eb m\u00ebparshme n\u00eb nj\u00eb kompani t\u00eb till\u00eb. \u00c7\u00ebshtja ishte se pas zhvillimit t\u00eb kodit dhe publikimit t\u00eb tij n\u00eb production, mb\u00ebshtetjen e siguronin njer\u00ebz krejt\u00ebsisht t\u00eb tjer\u00eb nga ekipe t\u00eb tjera, nga vende t\u00eb tjera. Kjo ekip\u00eb e madhe inxhinierike, q\u00eb p\u00ebrb\u00ebhet nga disa dhjet\u00ebra mij\u00ebra inxhinier\u00eb (n\u00eb t\u00ebr\u00ebsi), mund t'i lejonte vetes vet\u00ebm minimumin e p\u00ebrbashk\u00ebt teknik, thuajse minimumi minimorum. \u00c7do gj\u00eb q\u00eb p\u00ebrtej standardit inxhinierik t\u00eb vendosur n\u00eb kompanin\u00eb, fizikisht nuk mund t\u00eb mb\u00ebshtetet m\u00eb tej. Niveli i ekipit p\u00ebrcaktohet nga niveli i an\u00ebtar\u00ebve m\u00eb t\u00eb dob\u00ebt. Pas q\u00eb e kuptuam motivimin real<\/i> veprimeve t\u00eb ekipit amerikan, ky \u00e7\u00ebshtje u hoq nga agjenda, dhe s\u00eb bashku arrit\u00ebm t\u00eb zhvillojm\u00eb dhe l\u00ebshojm\u00eb produktin, duke p\u00ebrdorur standardet e pranuara n\u00eb kompani. E-mailet dhe bisedat n\u00eb k\u00ebt\u00eb rast funksionuan keq, dhe ishin t\u00eb nevojshme disa vizita dhe shum\u00eb komunikim personal p\u00ebr t\u00eb arritur nj\u00eb gjuh\u00eb t\u00eb p\u00ebrbashk\u00ebt.<\/p>\n
N\u00eb kontekstin e procesit t\u00eb pun\u00ebs, n\u00eb k\u00ebt\u00eb rast t\u00eb ve\u00e7ant\u00eb, do t\u00eb ndihmonte t\u00eb kishim nj\u00eb p\u00ebrshkrim t\u00eb mjeteve t\u00eb p\u00ebrdorura, k\u00ebrkesat p\u00ebr to, kufizimet n\u00eb shtimin e t\u00eb rinjve dhe arsyetimin e atyre kufizimeve. Dokumentet e tilla p\u00ebrputhen af\u00ebrsisht me ato t\u00eb p\u00ebrshkruara n\u00eb nenet e Strategjis\u00eb s\u00eb Riusit dhe Mjedisit t\u00eb Zhvillimit n\u00eb udh\u00ebzimin \"Manager\u2019s Handbook for Software Development\", t\u00eb zhvilluar n\u00eb NASA<\/a><\/noindex>. Edhe pse \u00ebsht\u00eb i vjetruar, ai p\u00ebrshkruan mjaft mir\u00eb t\u00eb gjitha aktivitetet kryesore dhe fazat e planifikimit t\u00eb zhvillimit t\u00eb softuerit t\u00eb k\u00ebtij lloji. Prania e dokumenteve t\u00eb tilla e thjeshton shum\u00eb procesin e diskutimit mbi komponent\u00ebt dhe qasjet q\u00eb mund t\u00eb p\u00ebrdoren n\u00eb produkt, dhe p\u00ebrse.<\/p>\nNga pik\u00ebpamja kulturore, \u00ebsht\u00eb e qart\u00eb se me nj\u00eb pozicion m\u00eb t\u00eb rritur, ku pal\u00ebt p\u00ebrpiqen t\u00eb d\u00ebgjojn\u00eb dhe t\u00eb kuptojn\u00eb motivimin e v\u00ebrtet\u00eb t\u00eb veprimeve t\u00eb nj\u00ebri-tjetrit dhe veprojn\u00eb n\u00eb baz\u00eb t\u00eb prioriteteve t\u00eb projektit dhe ekipit, p\u00ebrkat\u00ebsisht dhe jo egoizmit personal, konflikti do t\u00eb zgjidhej m\u00eb leht\u00eb dhe m\u00eb shpejt.<\/p>\n
N\u00eb nj\u00eb konflikt tjet\u00ebr p\u00ebr zgjedhjen e nj\u00eb zgjidhjeje teknike, gjithashtu m\u00eb duhej nj\u00eb koh\u00eb e dukshme p\u00ebr t\u00eb kuptuar motivimin e nj\u00ebrit prej pal\u00ebve (rast shum\u00eb i pazakont\u00eb), por, pasi motivimi u b\u00eb i qart\u00eb, zgjidhja ishte e dukshme. <\/p>\n
Situata \u00ebsht\u00eb e till\u00eb: n\u00eb nj\u00eb ekip prej rreth 20 personash, shfaqet nj\u00eb zhvillues i ri, ta quajm\u00eb Stas. Mjeti yn\u00eb standard p\u00ebr komunikim n\u00eb ekip n\u00eb at\u00eb koh\u00eb ishte Skype. Si\u00e7 u zbulua m\u00eb von\u00eb, Stas ishte nj\u00eb fanatik i madh i standardeve t\u00eb hapura dhe t\u00eb softuerit me kod burim t\u00eb hapur, dhe p\u00ebrdorte vet\u00ebm mjete dhe sisteme operative, t\u00eb cilat burimet e tyre jan\u00eb t\u00eb disponueshme publikisht dhe q\u00eb p\u00ebrdorin protokolle t\u00eb p\u00ebrshkruara publikisht. Skype nuk i takon k\u00ebtyre mjeteve. Ne kaluam shum\u00eb koh\u00eb duke diskutuar meritat dhe disavantazhet e k\u00ebtij qasje, p\u00ebrpjekjet p\u00ebr t\u00eb nisur alternativa t\u00eb Skype n\u00eb sisteme t\u00eb ndryshme operative, p\u00ebrpjekjet e Stas p\u00ebr t\u00eb bindur ekipin t\u00eb kalonte n\u00eb standarde t\u00eb tjera, p\u00ebr t'i shkruar atij personalisht me email, p\u00ebr ta telefonuar at\u00eb personalisht, p\u00ebr t\u00eb bler\u00eb nj\u00eb kompjuter t\u00eb dyt\u00eb special p\u00ebr Skype, etj. N\u00eb fund, e kuptova q\u00eb kjo ishte nj\u00eb problem, n\u00eb thelb, jo teknik dhe jo organizativ, p\u00ebrkundrazi ishte m\u00eb shum\u00eb nj\u00eb \u00e7\u00ebshtje bot\u00ebkuptimi, madje, mund t\u00eb thuhet, nj\u00eb \u00e7\u00ebshtje religjioze (p\u00ebr Stas). Edhe n\u00ebse do t\u00eb arrinim p\u00ebrfundimisht t\u00eb lidhim Stas me Skype (p\u00ebr t\u00eb cilin tanim\u00eb kishim shpenzuar disa muaj), problemi do t\u00eb shfaqej p\u00ebrs\u00ebri me \u00e7do mjet tjet\u00ebr. Nuk kisha mjete reale p\u00ebr t\u00eb ndryshuar bot\u00ebkuptimin e Stas, dhe nuk kishte arsye p\u00ebr t\u00eb p\u00ebrpjekur t\u00eb ndryshoja bot\u00ebkuptimin e ekipit, i cili funksiononte shk\u00eblqyesh\u00ebm n\u00eb k\u00ebt\u00eb ambient. Njeriu dhe kompania ishin thjesht ortogonale n\u00eb bot\u00ebkuptim. N\u00eb situatat e tilla, nj\u00eb zgjidhje e mir\u00eb \u00ebsht\u00eb organizative. Ne e transferuam Stasin n\u00eb nj\u00eb ekip tjet\u00ebr, ku ai ishte m\u00eb i p\u00ebrshtatsh\u00ebm.<\/p>\n
Arsyeja e k\u00ebtij konflikti, sipas mendimit tim, ka t\u00eb b\u00ebj\u00eb me p\u00ebrputhshm\u00ebrin\u00eb e kultur\u00ebs personale t\u00eb nj\u00eb individi (i cili ka nj\u00eb mendim t\u00eb fort\u00eb q\u00eb nuk lejon kompromisin) me kultur\u00ebn e kompanis\u00eb. N\u00eb k\u00ebt\u00eb rast, sigurisht, \u00ebsht\u00eb nj\u00eb gabim i menaxherit. Fillimisht ishte e gabuar ta merrnin at\u00eb n\u00eb nj\u00eb projekt t\u00eb k\u00ebtij lloji. Stasi p\u00ebrfundimisht kaloi n\u00eb nj\u00eb projekt p\u00ebr zhvillimin e softuerit t\u00eb hapur dhe atje arriti t\u00eb ket\u00eb sukses t\u00eb madh.<\/p>\n
Nj\u00eb shembull i mir\u00eb i nj\u00eb konflikti t\u00eb shkaktuar nga pozita f\u00ebmij\u00ebrore e zhvilluesit dhe mang\u00ebsit\u00eb e procesit t\u00eb pun\u00ebs \u2014 nj\u00eb situat\u00eb n\u00eb t\u00eb cil\u00ebn, n\u00eb munges\u00eb t\u00eb nj\u00eb definition of done, zhvilluesi dhe ekipi i QA kishin pritshm\u00ebri t\u00eb ndryshme n\u00eb lidhje me gatishm\u00ebrin\u00eb e karakteristik\u00ebs q\u00eb i ishte dor\u00ebzuar QA. Zhvilluesi mendonte se ishte mjaft t\u00eb shkruante kodin dhe ta kalonte karakteristik\u00ebn n\u00eb QA \u2014 atje do t\u00eb merreshin me t\u00eb. Ai ishte nj\u00eb programues relativisht i rritur dhe me p\u00ebrvoj\u00eb, megjithat\u00eb, ishte k\u00ebshtu nj\u00eb prag i brendsh\u00ebm cil\u00ebsie p\u00ebr t\u00eb. QA nuk ishin dakord me k\u00ebt\u00eb dhe k\u00ebrkonin t'u tregonin dhe t'u p\u00ebrshkruanin atyre se \u00e7far\u00eb kishte kontrolluar vet\u00eb, dhe k\u00ebrkonin nj\u00eb skenar testimi p\u00ebr ta. Ata tashm\u00eb kishin pasur probleme n\u00eb t\u00eb kaluar\u00ebn me funksionalitetin nga ky zhvillues dhe nuk donin t\u00eb humbnin koh\u00ebn e tyre p\u00ebrs\u00ebri. P\u00ebr pasoj\u00eb, ata kishin t\u00eb drejt\u00eb \u2014 karakteristika v\u00ebrtet nuk funksiononte, ai nuk kishte kontrolluar kodin para se ta dor\u00ebzonte n\u00eb QA. <\/p>\n
P\u00ebr t\u00eb zgjidhur situat\u00ebn, i k\u00ebrkova atij t\u00eb m\u00eb tregoj\u00eb se gjith\u00e7ka funksionon v\u00ebrtet (nuk funksiononte, dhe atij i duhej t'i b\u00ebnte disa riparime), biseduam me ekipin dhe me QA p\u00ebr definition of done (nuk e b\u00ebm\u00eb at\u00eb me shkrim, pasi nuk doja ta burokratisnim procesin shum\u00eb), nd\u00ebrsa me k\u00ebt\u00eb specialistu ne u ndam\u00eb s\u00eb shpejti (p\u00ebr leht\u00ebsimin e t\u00eb gjith\u00ebve).<\/p>\n
Nga pik\u00ebpamja e procesit t\u00eb pun\u00ebs, p\u00ebrmir\u00ebsimet e mundshme n\u00eb k\u00ebt\u00eb rast jan\u00eb disa p\u00ebrcaktime t\u00eb definition of done, k\u00ebrkesat p\u00ebr mb\u00ebshtetje p\u00ebr secil\u00ebn ve\u00e7ori me testet unitare dhe integruese, p\u00ebrshkrimi i testimit t\u00eb b\u00ebr\u00eb nga zhvilluesi. N\u00eb nj\u00eb nga projektet, mat\u00ebm nivelin e mbulimit t\u00eb kodit me teste gjat\u00eb CI dhe n\u00eb rast se niveli i mbulimit pas shtimit t\u00eb nj\u00eb patch-i binte, testet sh\u00ebnoheshin si t\u00eb d\u00ebshtuar, dmth. \u00e7do kod i ri mund t\u00eb shtohej vet\u00ebm n\u00ebse kishte teste t\u00eb reja p\u00ebr t\u00eb. <\/p>\n
Nj\u00eb shembull tjet\u00ebr tipik i konfliktit, i lidhur ngusht\u00eb me organizimin e procesit t\u00eb pun\u00ebs. Ne kemi nj\u00eb produkt, ekipin e zhvillimit t\u00eb k\u00ebtij produkti, ekipin e mb\u00ebshtetjes dhe klientin. Klienti ka probleme me produktin, ai i drejtohet mb\u00ebshtetjes. Mb\u00ebshtetja analizon problemin dhe kupton se problemi \u00ebsht\u00eb n\u00eb produkt, ia kalon problemin ekipit t\u00eb produktit. Ekipi i produktit ka nj\u00eb periudh\u00eb t\u00eb ngarkuar, lan\u00e7imi po afrohet, k\u00ebshtu q\u00eb bileta e problemit nga klienti, e humbur mes biletave t\u00eb tjera te zhvilluesi te i cili \u00ebsht\u00eb caktuar, mbetet pa v\u00ebmendje p\u00ebr disa jav\u00eb. Mb\u00ebshtetja mendon se zhvilluesi po punon mbi problemin e klientit. Klienti pret dhe shpreson se dikush po punon mbi problemin e tij. N\u00eb realitet, asgj\u00eb nuk po ndodh derisa, pas disa jav\u00ebsh, klienti m\u00eb n\u00eb fund vendos t\u00eb pyes\u00eb p\u00ebr progresin dhe pyet mb\u00ebshtetjen se si po shkon. Mb\u00ebshtetja pyet zhvillimin. Zhvilluesi tronditet, rishikon list\u00ebn e biletave dhe zbulon se ka nj\u00eb bilet\u00eb nga klienti. Duke lexuar bilet\u00ebn nga klienti kupton se informatat p\u00ebr zgjidhjen e problemit nuk jan\u00eb t\u00eb mjaftueshme, dhe i nevojiten m\u00eb shum\u00eb regjistrime dhe dump-e. Mb\u00ebshtetja k\u00ebrkon informacion shtes\u00eb nga klienti. Dhe tani klienti kupton se mbi problemin e tij askush nuk ka punuar gjith\u00eb k\u00ebt\u00eb koh\u00eb. Dhe shp\u00ebrthen stuhia ...<\/p>\n
N\u00eb k\u00ebt\u00eb situat\u00eb, zgjidhja e konfliktit \u00ebsht\u00eb mjaft e qart\u00eb dhe lineare (t\u00eb riparosh produktin, t\u00eb azhnosh dokumentacionin dhe testet, t\u00eb qet\u00ebsosh klientin, t\u00eb l\u00ebshosh nj\u00eb hotfix, etj.). \u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb analizosh procesin e pun\u00ebs dhe t\u00eb kuptosh kush mban p\u00ebrgjegj\u00ebsin\u00eb p\u00ebr organizimin e komunikimit midis dy ekipeve, pse nj\u00eb situat\u00eb e till\u00eb u b\u00eb e mundur n\u00eb radh\u00eb t\u00eb par\u00eb. E qart\u00eb \u00ebsht\u00eb se duhet t\u00eb punohet n\u00eb proces \u2014 dikush duhet t\u00eb monitoroj\u00eb pamjen e p\u00ebrgjithshme pa rikujtime nga klient\u00ebt, proaktivisht. Ticketet nga klient\u00ebt duhet t\u00eb dalin n\u00eb pah nga t\u00eb tjerat n\u00eb radh\u00ebt e zhvilluesve. Mb\u00ebshtetja duhet t\u00eb shoh\u00eb n\u00ebse zhvillimi po punon p\u00ebr ticketet e saj n\u00eb at\u00eb moment, n\u00ebse jo \u2014 kur mund t\u00eb filloj\u00eb t\u00eb punoj\u00eb, kur mund t\u00eb pritet nj\u00eb rezultat. Mb\u00ebshtetja dhe zhvillimi duhet t\u00eb komunikojn\u00eb rregullisht dhe t\u00eb diskutojn\u00eb statusin e ticket\u00ebve, grumbullimi i informacionit t\u00eb nevojsh\u00ebm p\u00ebr debugim duhet t\u00eb jet\u00eb sa m\u00eb automatizuar.<\/p>\n
As in war, where the opponent tries to strike at the seam between two units, in work, the most delicate and vulnerable spot usually turns out to be the interaction between teams. If support and development managers are mature enough, they can fix the process themselves; if not, the process will continue to generate conflicts and problems until a manager intervenes who can resolve the situation.<\/p>\n
Nj\u00eb tjet\u00ebr shembull karakteristik q\u00eb kam hasur shpesh n\u00eb kompani t\u00eb ndryshme \u00ebsht\u00eb situata ku nj\u00eb ekip shkruan produktin, testet automatike t\u00eb integrimit zhvillohen nga nj\u00eb ekip tjet\u00ebr, dhe infrastruktura q\u00eb mb\u00ebshtet gjith\u00e7ka menaxhohet nga nj\u00eb ekip i tret\u00eb. Problemet gjat\u00eb ekzekutimit t\u00eb testeve ndodhin vazhdimisht, dhe shkaku i k\u00ebtyre problemeve mund t\u00eb jet\u00eb si produkti, ashtu edhe testet dhe infrastruktura. Zakonisht \u00ebsht\u00eb problem t\u00eb bihet dakord se kush duhet t\u00eb b\u00ebj\u00eb analiz\u00ebn fillestare t\u00eb problemeve, t\u00eb regjistroj\u00eb defekte, t\u00eb analizoj\u00eb log-et e produktit, testeve dhe infrastruktur\u00ebs, etj. Konfliktet k\u00ebtu jan\u00eb mjaft t\u00eb zakonshme dhe, nj\u00ebkoh\u00ebsisht, uniform. N\u00eb raste me emocion t\u00eb lart\u00eb, pjes\u00ebmarr\u00ebsit shpesh kalojn\u00eb n\u00eb nj\u00eb pozit\u00eb f\u00ebmij\u00ebrore dhe fillojn\u00eb diskutime si: \u201cpse duhet un\u00eb t\u00eb merrem me k\u00ebt\u00eb\u201d, \u201cata shpesh d\u00ebshtojn\u00eb\u201d, etj. <\/p>\n
N\u00eb aspektin e procesit, hapat konkret p\u00ebr zgjidhjen e problemit varen nga p\u00ebrb\u00ebrja e ekipeve, lloji i testeve dhe produkti, etj. N\u00eb nj\u00eb nga projektet tona, ne vendos\u00ebm turne periodike, ku ekipet mbik\u00ebqyrnin testet me radh\u00eb, nga jave n\u00eb jav\u00eb. N\u00eb nj\u00eb tjet\u00ebr, analiza fillestare \u00ebsht\u00eb b\u00ebr\u00eb gjithmon\u00eb nga zhvilluesit e testeve, por kjo analiz\u00eb ishte mjaft bazike dhe produkti ishte mjaft i q\u00ebndruesh\u00ebm, k\u00ebshtu q\u00eb kjo funksionoi mir\u00eb. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb sigurohet transparenca e procesit, qart\u00ebsia e pritshm\u00ebrive p\u00ebr t\u00eb gjitha pal\u00ebt dhe ndjenja e drejt\u00ebsis\u00eb s\u00eb situat\u00ebs p\u00ebr t\u00eb gjith\u00eb.<\/p>\n
A \u00ebsht\u00eb ndonj\u00ebher\u00eb konflikti n\u00eb organizat\u00eb nj\u00eb problem, a \u00ebsht\u00eb nj\u00eb shenj\u00eb e keqe q\u00eb n\u00eb ekipin tuaj ndodhin shpesh (apo thjesht her\u00eb pas here) konflikte? N\u00eb p\u00ebrgjith\u00ebsi, jo, sepse n\u00ebse ka rritje, zhvillim, ka ndonj\u00eb dinamik\u00eb, at\u00ebher\u00eb lindin pyetje q\u00eb nuk jan\u00eb trajtuar m\u00eb par\u00eb, dhe gjat\u00eb zgjidhjes s\u00eb tyre mund t\u00eb ndodhin konflikte. Kjo \u00ebsht\u00eb nj\u00eb tregues q\u00eb disa fusha duhet t\u00eb marrin v\u00ebmendje, q\u00eb ka fusha p\u00ebr p\u00ebrmir\u00ebsim. \u00cbsht\u00eb e keqe n\u00ebse konfliktet ndodhin shum\u00eb shpesh, zgjidhen me v\u00ebshtir\u00ebsi ose gjat\u00eb. Kjo ndoshta \u00ebsht\u00eb nj\u00eb shenj\u00eb e proceseve t\u00eb pun\u00ebs q\u00eb nuk jan\u00eb aq t\u00eb p\u00ebrshtatshme dhe e pjekuris\u00eb s\u00eb pamjaftueshme t\u00eb ekipit.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u042d\u043f\u0438\u0433\u0440\u0430\u0444: \u0412\u0441\u0442\u0440\u0435\u0442\u0438\u043b\u0438\u0441\u044c \u043a\u0430\u043a-\u0442\u043e \u0432 \u043b\u0435\u0441\u0443 \u0401\u0436\u0438\u043a \u0438 \u041c\u0435\u0434\u0432\u0435\u0436\u043e\u043d\u043e\u043a. \u2014 \u0417\u0434\u0440\u0430\u0432\u0441\u0442\u0432\u0443\u0439, \u0401\u0436\u0438\u043a! \u2014 \u0417\u0434\u0440\u0430\u0432\u0441\u0442\u0432\u0443\u0439, \u041c\u0435\u0434\u0432\u0435\u0436\u043e\u043d\u043e\u043a! \u0422\u0430\u043a, \u0441\u043b\u043e\u0432\u043e \u0437\u0430 \u0441\u043b\u043e\u0432\u043e, \u0448\u0443\u0442\u043a\u0430 \u0437\u0430 \u0448\u0443\u0442\u043a\u043e\u0439, \u0438 \u043f\u043e\u043b\u0443\u0447\u0438\u043b \u0401\u0436\u0438\u043a \u043e\u0442 \u041c\u0435\u0434\u0432\u0435\u0436\u043e\u043d\u043a\u0430 \u043f\u043e \u043c\u043e\u0440\u0434\u0435 \u2026 \u041f\u043e\u0434 \u043a\u0430\u0442\u043e\u043c \u0440\u0430\u0441\u0441\u0443\u0436\u0434\u0435\u043d\u0438\u044f \u043d\u0430\u0448\u0435\u0433\u043e \u0442\u0438\u043c\u043b\u0438\u0434\u0430, \u0430 \u0442\u0430\u043a\u0436\u0435 \u0434\u0438\u0440\u0435\u043a\u0442\u043e\u0440\u0430 \u043f\u043e \u0440\u0430\u0437\u0432\u0438\u0442\u0438\u044e \u043f\u0440\u043e\u0434\u0443\u043a\u0442\u0430 RAS \u2014 \u0418\u0433\u043e\u0440\u044f \u041c\u0430\u0440\u043d\u0430\u0442\u0430 \u043e \u0441\u043f\u0435\u0446\u0438\u0444\u0438\u043a\u0435 \u0440\u0430\u0431\u043e\u0447\u0438\u0445 \u043a\u043e\u043d\u0444\u043b\u0438\u043a\u0442\u043e\u0432 \u0438 \u0432\u043e\u0437\u043c\u043e\u0436\u043d\u044b\u0445 \u043c\u0435\u0442\u043e\u0434\u0430\u0445 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044f \u0438\u043c\u0438. \u0411\u043e\u043b\u044c\u0448\u0438\u043d\u0441\u0442\u0432\u043e \u043a\u043e\u043d\u0444\u043b\u0438\u043a\u0442\u043e\u0432, […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":27283,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-36457","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t
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