{"id":37497,"date":"2019-10-31T22:17:59","date_gmt":"2019-10-31T19:17:59","guid":{"rendered":"https:\/\/prohoster.info\/blog\/psihoanaliz-effekta-nedootsenennogo-spetsialista-chast-2-kak-i-zachem-protivostoyat\/"},"modified":"2019-10-31T22:17:59","modified_gmt":"2019-10-31T19:17:59","slug":"psihoanaliz-effekta-nedootsenennogo-spetsialista-chast-2-kak-i-zachem-protivostoyat","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/psihoanaliz-effekta-nedootsenennogo-spetsialista-chast-2-kak-i-zachem-protivostoyat","title":{"rendered":"Psyhoanaliza e efektit t\u00eb n\u00ebnvler\u00ebsimit t\u00eb specialist\u00ebve. Pjesa 2. Si dhe pse t\u00eb p\u00ebrballojm\u00eb","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Fillimi i artikullit me p\u00ebrshkrimin e mundshmeve arsyeve t\u00eb n\u00ebnvler\u00ebsimit t\u00eb specialist\u00ebve, mund t\u00eb lexoni duke kaluar n\u00ebp\u00ebr \u00ablidhjen\u00bb<\/a><\/noindex>. <\/p>\n

III P\u00ebrballja me arsyet q\u00eb shkaktojn\u00eb n\u00ebnvler\u00ebsimin.<\/h2>\n

<\/p>\n

Virusi i s\u00eb kaluar\u00ebs nuk \u00ebsht\u00eb i sh\u00ebruesh\u00ebm \u2013 derisa t\u00eb marr\u00eb at\u00eb q\u00eb d\u00ebshiron, nuk do t\u00eb largohet.
\nPor mund dhe duhet t'i b\u00ebsh ball\u00eb \u2013 p\u00ebr t\u00eb parapar\u00eb komplikimet.
\nEl\u00e7in Safarli. (Recetat e lumturis\u00eb)<\/p><\/blockquote>\n

\nDuke identifikuar shenjat dhe natyr\u00ebn e problemeve q\u00eb \u00e7ojn\u00eb n\u00eb n\u00ebnvler\u00ebsimin e specialistit n\u00eb vendet e tij t\u00eb profesionit, le t\u00eb gjejm\u00eb receta q\u00eb ndihmojn\u00eb n\u00eb p\u00ebrballimin e komplikimeve, t\u00eb cilat ndikon pozitivisht n\u00eb karrier\u00eb dhe n\u00eb ndjenjat mbi vendin tuaj n\u00ebn diell. <\/p>\n

Por, p\u00ebrpara gjith\u00e7kaje, \u00ebsht\u00eb e nevojshme t\u00eb pranohet se: \u00abkam probleme dhe shenjat e p\u00ebrmendura n\u00eb kapitullin e kaluar jan\u00eb t\u00eb pranishme n\u00eb karrier\u00ebn time profesionale\u00bb. Natyrisht, mund t\u00eb p\u00ebrdorim nj\u00eb teknik\u00eb t\u00eb njohur dhe t'i themi vetes se kjo nuk \u00ebsht\u00eb p\u00ebr mua, por p\u00ebr djalin q\u00eb jeton pran\u00eb, dhe un\u00eb thjesht dua t'i ndihmoj atij. Kjo gjithashtu do t\u00eb ishte e pranueshme.
\n<\/a><\/noindex>
\nDuke qen\u00eb se formati i artikullit \u00ebsht\u00eb i kufizuar, problemet e shqyrtuara n\u00eb thelb jan\u00eb shum\u00eb t\u00eb thella, dhe diagnozat e shfaqjes s\u00eb simptomeve jan\u00eb t\u00eb ndryshme, le t\u00eb marrim p\u00ebr shembull, zgjidhje vet\u00ebm p\u00ebr disa raste reprezentative. Dhe n\u00eb komentet e tyre, p\u00ebrdoruesit q\u00eb kan\u00eb shqet\u00ebsime mund t\u00eb shtojn\u00eb tema me rastet e tyre n\u00eb form\u00ebn: problem\/zgjidhje.<\/p>\n

1. Zhvilloni retorik\u00ebn<\/h3>\n

<\/p>\n

Un\u00eb arrita sukses sepse i kam drejtuar gojarisht dhe me shkrim \u00e7do gjerman,
\nduke e bindur at\u00eb p\u00ebr sakt\u00ebsin\u00eb e veprimeve t\u00eb mia.
\nLudwig Erhard <\/p><\/blockquote>\n

\nNj\u00eb instrument i r\u00ebnd\u00ebsish\u00ebm p\u00ebr avancimin e specialistit \u00ebsht\u00eb transmetimi i informacionit cil\u00ebsor p\u00ebr forcat e tij t\u00eb forta dhe justifikimi i dob\u00ebsive tek t\u00eb tjer\u00ebt. Nuk ka specialist\u00eb q\u00eb kan\u00eb nj\u00eb shkrimtar fjal\u00ebsh ose nj\u00eb sh\u00ebrbim shtypi q\u00eb mund t\u00eb kryejn\u00eb k\u00ebto funksione. Prandaj, p\u00ebr nj\u00eb njeri q\u00eb synon t\u00eb nd\u00ebrtoj\u00eb nj\u00eb karrier\u00eb, \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme q\u00eb, t\u00eb pakt\u00ebn, t\u00eb dij\u00eb si t\u00eb jet\u00eb nj\u00eb bisedues interesant, duke t\u00ebrhequr v\u00ebmendjen dhe duke krijuar besim. Kjo do t'i lejoj\u00eb t\u00eb komunikoj\u00eb informacionin e nevojsh\u00ebm p\u00ebr veten dhe veprat e tij n\u00eb nj\u00eb m\u00ebnyr\u00eb sa m\u00eb pozitive. <\/p>\n

P\u00ebr fillim, n\u00ebse jeni t\u00eb turpsh\u00ebm, aft\u00ebsia p\u00ebr retorik\u00eb mund t\u00eb zhvillohet duke shkruar tekste, artikuj, raporte etj. Por k\u00ebtu ka nj\u00eb detaj t\u00eb r\u00ebnd\u00ebsish\u00ebm \u2013 dikush q\u00eb nuk \u00ebsht\u00eb i angazhuar duhet t\u00eb rishikoj\u00eb p\u00ebrpjekjet tuaja. \u00ebsht\u00eb shum\u00eb mir\u00eb n\u00ebse ky censori nuk \u00ebsht\u00eb n\u00eb tem\u00eb. At\u00ebher\u00eb me kritik\u00ebn e tij, ai do t'ju detyroj\u00eb t\u00eb shprehni mendimet qart\u00eb, strukturuar dhe n\u00eb nj\u00eb form\u00eb q\u00eb do t'i lejoj\u00eb atij t\u00eb mos flej\u00eb nga monotonia, q\u00eb nga paragrafi i dyt\u00eb. N\u00eb at\u00eb moment do t\u00eb mendoni p\u00ebr m\u00ebnyrat se si shkruajn\u00eb t\u00eb tjer\u00ebt \u2013 ata t\u00eb suksessh\u00ebm. At\u00ebher\u00eb do t\u00eb filloni t\u00eb pasuroni fjalorin tuaj me fjal\u00eb t\u00eb reja, duke k\u00ebrkuar n\u00eb fjalorin e sinonimeve m\u00ebnyra t\u00eb reja shprehjeje dhe duke sjell\u00eb n\u00eb tekstin e that\u00eb nj\u00eb leht\u00ebsim dhe lirshm\u00ebri.<\/p>\n

M\u00eb pas, do t\u00eb b\u00ebni paraqitje publike n\u00eb platforma t\u00eb ndryshme dhe t\u00eb ndryshme. Me nj\u00eb analiz\u00eb t\u00eb detyrueshme t\u00eb asaj q\u00eb ishte m\u00eb keq se te t\u00eb tjer\u00ebt \u2013 ata t\u00eb suksessh\u00ebm. At\u00ebher\u00eb do t\u00eb filloni t\u00eb v\u00ebreni n\u00eb fjalimet e t\u00eb tjer\u00ebve jo vet\u00ebm thelbin, por edhe teknikat e komunikimit t\u00eb mendimeve, metodat e ndikimit psikologjik mbi audienc\u00ebn etj. \u00c7do bised\u00eb duhet t\u00eb b\u00ebhet nj\u00eb poligon p\u00ebr t\u00eb provuar njohurit\u00eb dhe aft\u00ebsit\u00eb tuaja n\u00eb fush\u00ebn e retorik\u00ebs.<\/p>\n

Shumic\u00ebs s\u00eb njer\u00ebzve, ve\u00e7an\u00ebrisht atyre me nj\u00eb mendje teknike, u duket e v\u00ebshtir\u00eb, duke lexuar nj\u00eb lib\u00ebr mbi artin e oratoris\u00eb, t\u00eb transformohen menj\u00ebher\u00eb n\u00eb mjesht\u00ebr t\u00eb betejave fjalore. Vet\u00ebm p\u00ebrmes praktik\u00ebs kuptohet se si funksionon, n\u00ebse natyrisht po p\u00ebrpiqeni ta kuptoni k\u00ebt\u00eb.<\/p>\n

2. Zhvilloni aft\u00ebsi p\u00ebr t\u00eb vler\u00ebsuar veten objektivisht n\u00eb kushte t\u00eb ndryshme<\/h3>\n

<\/p>\n

Dallimi kryesor nd\u00ebrmjet let\u00ebrsis\u00eb dhe jet\u00ebs \u00ebsht\u00eb se n\u00eb libra p\u00ebrqindja e individ\u00ebve t\u00eb ve\u00e7ant\u00eb \u00ebsht\u00eb shum\u00eb e lart\u00eb, nd\u00ebrsa e atyre t\u00eb zakonsh\u00ebm \u00ebsht\u00eb e ul\u00ebt; n\u00eb jet\u00eb, e kund\u00ebrta \u00ebsht\u00eb e v\u00ebrtet\u00eb.
\nAldous Huxley<\/p><\/blockquote>\n

\nN\u00eb pjes\u00ebn e p\u00ebrcaktimit t\u00eb problemeve t\u00eb vet\u00ebvler\u00ebsimit, ne n\u00eb pjes\u00ebn e par\u00eb t\u00eb artikullit vendos\u00ebm r\u00ebnd\u00ebsin\u00eb e treguesit \"Niveli i k\u00ebrkesave\". Nj\u00eb nivel q\u00eb njeriu synon t\u00eb arrij\u00eb n\u00eb fusha t\u00eb ndryshme t\u00eb jet\u00ebs (karriera, statusi, pasuria etj.). Po ashtu, ne diskutuam formul\u00ebn p\u00ebr p\u00ebrcaktimin e tij:
\nNiveli i k\u00ebrkesave = Sasia e suksesit \u2014 Sasia e d\u00ebshtimit <\/b><\/p>\n

Por k\u00ebtu lind s\u00ebrish pyetja: si mund t\u00eb llogaritet \"Masa e suksesit\" dhe \"Masa e d\u00ebshtimit\"? Sepse kjo \u00ebsht\u00eb thjesht perceptimi i ngjarjeve dhe fenomeneve nga nj\u00eb individ i caktuar, ose nj\u00eb grup t\u00eb njer\u00ebzve q\u00eb \"komunikojn\u00eb\". Kjo vler\u00ebsim i pretendimeve t\u00eb veta, shpeshher\u00eb, \u00ebsht\u00eb m\u00eb objektiv n\u00eb sfondin e krahasimit me arritjet dhe d\u00ebshtimet e t\u00eb tjer\u00ebve. Prandaj, masa juaj e \"suksesit\" \u00ebsht\u00eb drejtp\u00ebrdrejt e lidhur me mund\u00ebsit\u00eb e individ\u00ebve t\u00eb tjer\u00eb q\u00eb punojn\u00eb n\u00eb fush\u00ebn e vler\u00ebsimit. Ndaj k\u00ebtyre krahasimeve, dalin n\u00eb pah kufijt\u00eb aktual\u00eb t\u00eb shkall\u00ebs suaj t\u00eb vler\u00ebsimit. Me fjal\u00eb t\u00eb tjera, ju duhet t\u00eb matni tuajin Suksesi<\/b> dhe D\u00ebshtimet<\/b>, pik\u00ebrisht ashtu si\u00e7 vler\u00ebsojn\u00eb rezultatet e ngjashme an\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit tuaj ose nj\u00eb komunitet m\u00eb t\u00eb gjer\u00eb t\u00eb mendimtar\u00ebve t\u00eb ngjash\u00ebm. <\/p>\n

Prandaj, ekipi m\u00eb premtues p\u00ebr rritjen dhe avancimin tuaj do t\u00eb jet\u00eb ai ku shkalla mesatare e vler\u00ebsimit t\u00eb mund\u00ebsive t\u00eb koleg\u00ebve p\u00ebrputhet me tuaj\u00ebn. Ndryshe, do t\u00eb ket\u00eb disonanc\u00eb. N\u00eb nj\u00eb ekip t\u00eb dob\u00ebt, ju do t\u00eb relaksoheni pa motivim p\u00ebr zhvillim t\u00eb m\u00ebtejsh\u00ebm. Gjithashtu, n\u00ebse jeni nj\u00eb person p\u00ebrgjegj\u00ebs, do t\u00eb shpenzoni koh\u00eb p\u00ebr t\u00eb t\u00ebrhequr ekipin n\u00eb nj\u00eb nivel m\u00eb t\u00eb lart\u00eb. Nd\u00ebrsa n\u00eb nj\u00eb ekip tep\u00ebr t\u00eb fort\u00eb, nuk do t\u00eb jeni n\u00eb gjendje t'i p\u00ebrmbaheni rritjes s\u00eb p\u00ebrgjithshme t\u00eb mund\u00ebsive t\u00eb koleg\u00ebve, e cila \u00ebsht\u00eb e v\u00ebrtet\u00eb p\u00ebr rastin kur potenciali i t\u00eb gjith\u00eb an\u00ebtar\u00ebve t\u00eb ekipit \u00ebsht\u00eb rreth t\u00eb nj\u00ebjtit.<\/p>\n

3. Synoni t\u00eb jeni n\u00eb dijeni t\u00eb drejtimeve t\u00eb reja profesionale<\/h3>\n

<\/p>\n

Zhvillimi dhe edukimi nuk i jepen ose komunikohen askujt.
\n\u00c7do kush q\u00eb d\u00ebshiron t\u00eb bashkohet me ta, duhet ta arrij\u00eb k\u00ebt\u00eb p\u00ebrmes aktivitetit t\u00eb vet, forcave t\u00eb veta, p\u00ebrpjekjeve t\u00eb veta.
\nAdolf Distelweg<\/p><\/blockquote>\n

\nP\u00ebr t\u00eb fituar nj\u00eb avantazh n\u00eb rritjen profesionale ndaj koleg\u00ebve t\u00eb tjer\u00eb, \u00ebsht\u00eb e nevojshme t\u00eb jeni gjithmon\u00eb n\u00eb trend dhe t\u00eb ndihmoni p\u00ebr drejtimet e reja q\u00eb mund t\u00eb b\u00ebhen \u201ct\u00eb gjith\u00e7ka jon\u00eb\u201d q\u00eb doli nes\u00ebr. M\u00ebnyra m\u00eb e thjesht\u00eb p\u00ebr t'u mbajtur n\u00eb rrjedh\u00ebn e inovacioneve \u00ebsht\u00eb monitorimi i vazhduesh\u00ebm i publikimeve periodike, blogeve profesionale etj. <\/p>\n

\u00cbsht\u00eb shum\u00eb mir\u00eb kur n\u00eb ekip ka lidera teknik\u00eb, t\u00eb cil\u00ebt mund t\u00eb ndajn\u00eb me ekipin novacionet e filtruar p\u00ebrmes sit\u00ebs s\u00eb kompetenc\u00ebs dhe intuicionit t\u00eb tyre. Kjo rrit ndjesh\u00ebm efikasitetin e vet\u00eb-m\u00ebsimit dhe lejon q\u00eb t\u00eb p\u00ebrqendroheni n\u00eb gj\u00ebra t\u00eb r\u00ebnd\u00ebsishme, pa u shp\u00ebrndar\u00eb n\u00eb t\u00eb gjitha llojet e gj\u00ebrave pa vler\u00eb. Prandaj, puna n\u00eb ekip me lider\u00eb - orientime profesionale, \u00ebsht\u00eb gjithmon\u00eb e preferueshme p\u00ebr perspektivat tuaja. <\/p>\n

Koh\u00ebt e fundit ekipi yn\u00eb mori pjes\u00eb n\u00eb nj\u00eb projekt p\u00ebr ridizajnimin e softuerit p\u00ebr nj\u00eb klinik\u00eb mjek\u00ebsore. U habitem kur u ndesh\u00ebm me nj\u00eb zhvillim q\u00eb dukej si nj\u00eb punim kursi i nj\u00eb studenti, ...gjasht\u00ebmb\u00ebdhjet\u00eb vjet m\u00eb par\u00eb. Doli se k\u00ebt\u00eb krijim e kishte nd\u00ebrtuar nj\u00eb programues vet\u00ebm, q\u00eb q\u00ebndronte n\u00eb bot\u00ebn e tij. Ai vazhdimisht ndryshonte di\u00e7ka, rregullonte gabime q\u00eb shfaqeshin, por gjithsesi, aplikacioni esencialisht nuk ndryshonte. T\u00eb gjitha p\u00ebrpjekjet p\u00ebr t\u00eb bashk\u00ebpunuar me t\u00eb hasnin n\u00eb nj\u00eb bllokim t\u00eb fort\u00eb. Nuk arrit\u00ebm ta shpjegonim se teknologjit\u00eb kishin ecur p\u00ebrpara dhe t\u00eb detyronin njer\u00ebzit t\u00eb p\u00ebrdorin softuer t\u00eb vjetruar dhe funksionalisht t\u00eb papranuesh\u00ebm ishte thjesht jo etike, k\u00ebshtu q\u00eb nuk d\u00ebshiruam t\u00eb traumatizojm\u00eb psikologjin\u00eb e tij dhe ta nxjerrim at\u00eb nga \"Matrix\".<\/p>\n

4. Nivelojini dob\u00ebsit\u00eb tuaja dhe promovoni ato t\u00eb forta<\/h3>\n

<\/p>\n

Sikur dob\u00ebsia duhet t\u00eb b\u00ebhet e fort\u00eb dhe t\u00eb largohet kur e forta \u00ebsht\u00eb shum\u00eb e dob\u00ebt p\u00ebr t\u00eb mundur t\u00eb dob\u00ebtin.
\nMilan Kundera<\/p><\/blockquote>\n

\nT\u00eb m\u00ebsosh p\u00ebr dob\u00ebsit\u00eb tuaja nuk \u00ebsht\u00eb aspak e v\u00ebshtir\u00eb, \u00ebsht\u00eb e nevojshme vet\u00ebm t\u00eb d\u00ebgjoni se \u00e7far\u00eb thon\u00eb p\u00ebr ju n\u00eb grup. N\u00eb fjal\u00ebn \"d\u00ebgjoni\", n\u00eb k\u00ebt\u00eb kontekst, p\u00ebrfshihet koncepti - t\u00eb perceptoni, t\u00eb pranoni, t\u00eb kujtoni dhe tjer\u00eb. <\/p>\n

T\u00eb pranosh dob\u00ebsit\u00eb tuaja gjithmon\u00eb \u00ebsht\u00eb e v\u00ebshtir\u00eb. Un\u00eb n\u00eb fush\u00ebn time profesionale kam p\u00ebrjetuar her\u00eb pas here njer\u00ebz t\u00eb talentuar, t\u00eb cil\u00ebt n\u00eb biseda formalisht nuk pranojn\u00eb gabimet dhe dob\u00ebsit\u00eb e tyre, por m\u00eb von\u00eb, duke p\u00ebrjetuar t\u00eb madhen \"Un\u00eb\", megjithat\u00eb ndihmojn\u00eb t\u00eb fshehin dhe ndryshojn\u00eb mendimin e tyre. Edhe kjo \u00ebsht\u00eb e pranueshme.<\/p>\n

P\u00ebr t\u00eb zgjidhur shumic\u00ebn e problemeve, p\u00ebr t\u00eb cilat mund t\u00eb m\u00ebsoni duke d\u00ebgjuar mendimin e t\u00eb tjer\u00ebve, mund t\u00eb p\u00ebrdorni bloge t\u00eb shumta dhe trajnime q\u00eb publikohen n\u00eb num\u00ebr t\u00eb madh n\u00eb hap\u00ebsir\u00ebn e internetit. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb problemet t\u00eb mos i l\u00ebshoni n\u00eb rrjedh\u00eb. <\/p>\n

Ankthi tjet\u00ebr e \u00e7\u00ebshtjes q\u00eb po shqyrtojm\u00eb lidhet me pranin\u00eb e forcave tuaja. P\u00ebr t\u00eb theksuar ato, duhet t\u00eb p\u00ebrqendroheni maksimalisht n\u00eb fush\u00ebn ku keni shanse p\u00ebr t'u realizuar n\u00eb m\u00ebnyr\u00ebn m\u00eb t\u00eb mir\u00eb. Nuk ka kuptim t\u00eb b\u00ebni p\u00ebrpjekje n\u00eb nj\u00eb specializim q\u00eb ju v\u00ebshtir\u00ebsohet m\u00eb shum\u00eb se nj\u00eb alternativ\u00eb tjet\u00ebr. Procesi i krijimit t\u00eb produkteve softuerike ( k\u00ebt\u00eb e kam shkruar k\u00ebtu<\/a><\/noindex> ) \u00ebsht\u00eb shum\u00eb i gjer\u00eb dhe gjithmon\u00eb mund t\u00eb gjeni nj\u00eb vend dinjitoz p\u00ebr veten, q\u00eb i p\u00ebrgjigjet aft\u00ebsive dhe mentalitetit tuaj.<\/p>\n

Un\u00eb, p\u00ebr shembull, pas 18 vjet\u00ebsh suksesi si programues, kalova pa pendes\u00eb n\u00eb fush\u00ebn e analiz\u00ebs sistemike dhe menaxhimit t\u00eb projekteve. Sipas mendimit tim, n\u00eb k\u00ebt\u00eb fush\u00eb gjith\u00e7ka \u00ebsht\u00eb m\u00eb themelore, afatgjat\u00eb dhe stabil. N\u00eb k\u00ebt\u00eb rrug\u00eb ndihem m\u00eb komod. <\/p>\n

5. Keni kujdes nga gabimet e identifikimit t\u00eb vetes n\u00eb nj\u00eb ekosistem q\u00eb nuk e kuptoni<\/h3>\n

<\/p>\n

Detyrat jan\u00eb di\u00e7ka e prekshme, konkrete, nd\u00ebrsa mund\u00ebsit\u00eb... n\u00eb thelb, jan\u00eb himera - t\u00eb brishta, pa kuptim, dhe ndonj\u00ebher\u00eb edhe t\u00eb rrezikshme. Duke u b\u00ebr\u00eb m\u00eb t\u00eb moshuar dhe m\u00eb t\u00eb men\u00e7ur, ju e kuptoni k\u00ebt\u00eb dhe i refuzoni ato. K\u00ebshtu \u00ebsht\u00eb m\u00eb mir\u00eb. Dhe m\u00eb qet\u00eb.
\nNikolas Evans. <\/p><\/blockquote>\n

\nTema e k\u00ebtij kapitulli lidhet ngusht\u00eb me kapitullin \"2. Zhvilloni aft\u00ebsit\u00eb p\u00ebr t\u00eb vler\u00ebsuar veten objektivisht n\u00eb kushte t\u00eb ndryshme\", ku shqyrtuam se si mund t\u00eb vler\u00ebsoni pretendimet tuaja p\u00ebr nj\u00eb vend n\u00eb ekipin e bashk\u00ebpun\u00ebtor\u00ebve. Me fjal\u00eb t\u00eb tjera, p\u00ebrcaktimi i pozitat\u00ebs son\u00eb n\u00eb shkall\u00ebn e mund\u00ebsive t\u00eb ekipit, n\u00eb krahasim me an\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit. Dhe kemi zbuluar se \u00ebsht\u00eb mir\u00eb kur vler\u00ebsimi yn\u00eb p\u00ebr k\u00ebt\u00eb pozita, ndoshta me nj\u00eb devijim t\u00eb vog\u00ebl, p\u00ebrputhet me opinionin e shumic\u00ebs. N\u00eb t\u00eb kund\u00ebrt, ju nuk punoni n\u00eb \"at\u00eb ekip\". <\/p>\n

Por ka edhe nj\u00eb shkall\u00eb tjet\u00ebr vler\u00ebsimi. Vler\u00ebsimi nga menaxhmenti i pozitat\u00ebs tuaj n\u00eb ekip. Ky vler\u00ebsim mund t\u00eb mos p\u00ebrputhet me vler\u00ebsimin e lartp\u00ebrmendur, sepse n\u00eb t\u00eb p\u00ebrfshihen parametra t\u00eb tjer\u00eb, t\u00eb r\u00ebnd\u00ebsish\u00ebm pik\u00ebrisht p\u00ebr menaxhmentin, t\u00eb cil\u00ebt zgjidhin detyrat e tyre n\u00eb raste t\u00eb p\u00ebrbashk\u00ebta t\u00eb ekipit. <\/p>\n

Dallimi themelor midis k\u00ebtyre dy vler\u00ebsimeve \u00ebsht\u00eb se ekzekutuesit e vler\u00ebsojn\u00eb pozitat e specialist\u00ebve sipas Mund\u00ebsive<\/b> (dituri, aft\u00ebsi, komunikueshm\u00ebri, etj.), nd\u00ebrsa menaxheri sipas Vler\u00ebs s\u00eb krijuar<\/b> (rezultatet e realizimit t\u00eb detyrave, p\u00ebrkat\u00ebsisht: cil\u00ebsis\u00eb, produktivitetit, dobishm\u00ebris\u00eb n\u00eb bashk\u00ebveprim, ndikimit te an\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit, etj.). E ndjeni dallimin?<\/p>\n

N\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb, gabimet n\u00eb vler\u00ebsimin e pozitat\u00ebs suaj n\u00eb shkall\u00ebn \"mund\u00ebsive\" mund t\u00eb shtohen nga gabimet n\u00eb p\u00ebrcaktimin e pozites\u00eb n\u00eb shkall\u00ebn \"vlerave t\u00eb krijuara\".<\/p>\n

T\u00eb marr\u00ebsh nj\u00eb vler\u00ebsim sipas shkall\u00ebs s\u00eb dyt\u00eb p\u00ebr nj\u00eb punonj\u00ebs \u00ebsht\u00eb shum\u00eb m\u00eb e v\u00ebshtir\u00eb pasi q\u00eb, m\u00eb s\u00eb shpeshti, ai ka pak informacion se si matet vlera q\u00eb ai krijon. Prandaj, n\u00eb pyetje: \"Pse paguhem m\u00eb pak se ai djali?\" m\u00eb e leht\u00eb \u00ebsht\u00eb t\u00eb merrni p\u00ebrgjigje, duke m\u00ebsuar m\u00eb shum\u00eb rreth shkall\u00ebs \"vlerave t\u00eb krijuara\". <\/p>\n

Si t\u00eb b\u00ebhet kjo? N\u00eb \u00e7do rast ndryshe. Variant m\u00eb i thjesht\u00eb \u00ebsht\u00eb t\u00eb pyesni menaxherin (n\u00ebse ai \u00ebsht\u00eb i motivuar p\u00ebr t\u00eb treguar p\u00ebr k\u00ebt\u00eb). Nj\u00eb variant pak m\u00eb i komplikuar - t\u00eb b\u00ebheni vet\u00eb menaxher dhe t\u00eb zbuloni gjith\u00e7ka nga brenda.<\/p>\n

6. Kryeni detyrat tuaja gjithmon\u00eb me maksimumin e interesit, pavar\u00ebsisht nga motivimi <\/h3>\n

<\/p>\n

Asnj\u00ebher\u00eb nuk do t\u00eb arrij\u00eb lart ai q\u00eb nuk b\u00ebn at\u00eb q\u00eb i thuhet,
\ndhe ai q\u00eb nuk b\u00ebn m\u00eb shum\u00eb se sa i thuhet.
\nAndrew Carnegie.<\/p><\/blockquote>\n

\nN\u00ebse po kryeni nj\u00eb detyr\u00eb, b\u00ebjeni gjithmon\u00eb me cil\u00ebsi maksimale, ose mos e merrni fare!<\/p>\n

N\u00eb biznes ka nj\u00eb koncept t\u00eb till\u00eb si \"Tejkalimi i pritshm\u00ebrive\". N\u00eb p\u00ebrmbledhje, kjo \u00ebsht\u00eb nj\u00eb teknik\u00eb ku klienti merr nj\u00eb sh\u00ebrbim ose produkt, jo vet\u00ebm q\u00eb plot\u00ebson karakteristikat e shpallura, por gjithashtu me opsione t\u00eb tjera, q\u00eb nuk ishin deklaruar n\u00eb ofert\u00ebn fillestare. Duke ruajtur k\u00ebshtu \u00e7mimin e pandryshuar. Ky qasje shkakton nj\u00eb disbalanc\u00eb emocionale, q\u00eb sjell nj\u00eb seri reagimesh pozitive, q\u00eb sjellin bonuse t\u00eb p\u00ebrshtatshme p\u00ebr shit\u00ebsin. N\u00eb form\u00ebn e nj\u00eb klienti t\u00eb besuesh\u00ebm, rekomandimeve pozitive, sjelljes s\u00eb klient\u00ebve t\u00eb rinj, blerjes s\u00eb aksesor\u00ebve t\u00eb tjer\u00eb, etj. T\u00eb gjitha k\u00ebto s\u00eb bashku shkaktojn\u00eb nj\u00eb rezonanc\u00eb, e cila, pa pjes\u00ebmarrjen tuaj, punon p\u00ebr p\u00ebrfitimin tuaj p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb.<\/p>\n

Kjo koncept i rezonanc\u00ebs \u00ebsht\u00eb i vlefsh\u00ebm edhe p\u00ebr inxhinierin\u00eb sociale t\u00eb nd\u00ebrmarrjes. Rezultatet e pun\u00ebs s\u00eb punonj\u00ebsit, t\u00eb cilat \u00e7do her\u00eb pak tejkalojn\u00eb pritshm\u00ebrit\u00eb e menaxhmentit, pap\u00ebrshtatsh\u00ebm i p\u00ebrgjith\u00ebsojn\u00eb ata emocionalisht. Por kjo \u00ebsht\u00eb thjesht nj\u00eb ngacmim. N\u00ebse nuk k\u00ebrkoni specifikisht preferencat, ato tejkalime pritshm\u00ebrish mund t\u00eb b\u00ebhen normale dhe t\u00eb humbasin kuptimin e tyre. K\u00ebtu \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb kuptohet kufiri i holl\u00eb. Sepse ne diskutuam se efekti 'Tejkalimi i pritshm\u00ebrive' ndodh pa ndryshimin e \u00e7mimit t\u00eb produktit\/sh\u00ebrbimit, p\u00ebrmes bonuseve shtes\u00eb q\u00eb e lejojn\u00eb t\u00eb dallohet nga konkurrent\u00ebt e tjer\u00eb (n\u00eb rastin ton\u00eb an\u00ebtar\u00ebt e ekipit). <\/p>\n

N\u00ebse e heqim cinizmin, mund t\u00eb sugjerojm\u00eb q\u00eb gjithmon\u00eb ta perceptoni \u00e7do detyr\u00eb si nj\u00eb sfid\u00eb personale dhe ta b\u00ebni at\u00eb sa m\u00eb cil\u00ebsore dhe efikase, pavar\u00ebsisht nga shp\u00ebrblimi i pritur. Zakonisht, ky qasje shkakton rezonanc\u00ebn e p\u00ebrmendur m\u00eb lart, e cila ndikon n\u00eb rritjen e karrier\u00ebs.<\/p>\n

N\u00eb praktik\u00ebn time, kishte nj\u00eb rast kur nj\u00eb zhvillues me ndjeshm\u00ebri, duke e marr\u00eb jet\u00ebn e kompanis\u00eb si 't\u00eb tij\u00ebn personale', p\u00ebrfundimisht mori nj\u00eb ofert\u00eb p\u00ebr t\u00eb b\u00ebr\u00eb bashk\u00ebpronar t\u00eb saj.<\/p>\n

7. Kur merrni nj\u00eb vendim, silluni natyrsh\u00ebm, pa u p\u00ebrpjekur t\u00eb p\u00eblqeni ndok\u00ebnd.<\/h3>\n

<\/p>\n

M\u00eb mir\u00eb t\u00eb gabosh me vendosm\u00ebri se sa t\u00eb jesh i sakt\u00eb me pasiguri.
\nTallulah Bankhead<\/p><\/blockquote>\n

\nDiskutuam n\u00eb pjes\u00ebn e par\u00eb t\u00eb artikullit nj\u00eb defekt si\u00e7 \u00ebsht\u00eb paqart\u00ebsia dhe vendos\u00ebm se ajo \u00ebsht\u00eb armiku i rritjes s\u00eb karrier\u00ebs. <\/p>\n

N\u00eb k\u00ebt\u00eb publikim, do t\u00eb shqyrtojm\u00eb vet\u00ebm nj\u00eb nga arsyet e zakonshme t\u00eb paqart\u00ebsis\u00eb, t\u00eb tilla si d\u00ebshira p\u00ebr t\u00eb p\u00eblqyer mentorin. N\u00eb sfondin e k\u00ebsaj d\u00ebshire f\u00ebmij\u00ebror, lindin dyshime mbi at\u00eb se \u00e7far\u00eb do t\u00eb fitoj\u00eb m\u00eb shum\u00eb patroni: kjo apo ajo. Dhe n\u00eb vend q\u00eb t\u00eb merret me gjetjen e zgjidhjes optimale p\u00ebr situat\u00ebn, ndodh nj\u00eb luft\u00eb e brendshme p\u00ebr t\u00eb gjetur nj\u00eb rrug\u00eb q\u00eb mund ta p\u00eblqej\u00eb at\u00eb. N\u00eb fund, shfaqet nj\u00eb far\u00eb sztresi, cinizmi dhe nuanca t\u00eb tjera t\u00eb pak\u00ebndshme. Nga jasht\u00eb, kjo l\u00ebpirje \u00ebsht\u00eb padyshim e dukshme dhe zakonisht duket e dhimbshme. <\/p>\n

Kur merrni vendime, mos u p\u00ebrfshini n\u00eb ato se si do t\u00eb duken vendimet nga perspektiva e t\u00eb tjer\u00ebve. Mos lini hap\u00ebsir\u00eb p\u00ebr 't\u00eb k\u00ebqijat n\u00eb kok\u00ebn tuaj', pasi t'i hiqni ato m\u00eb von\u00eb do t\u00eb jet\u00eb shum\u00eb e v\u00ebshtir\u00eb. Kjo \u00ebsht\u00eb vendimi juaj, nuk mund t\u00eb jet\u00eb i keq (n\u00eb rastin m\u00eb t\u00eb keq \u2014 gabim). Diskutoni at\u00eb me t\u00eb tjer\u00ebt, provoni t'i tregoni vetes se jeni t\u00eb sakt\u00eb. Por \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme t\u00eb d\u00ebgjoni t\u00eb tjer\u00ebt dhe t\u00eb pranoni gabimet tuaja.<\/p>\n

Menaxheri, i orientuar drejt rezultateve, ndjehet m\u00eb mir\u00eb duke punuar me njer\u00ebz t\u00eb sigurt n\u00eb vetvete. Ata jan\u00eb m\u00eb t\u00eb v\u00ebshtir\u00eb p\u00ebr t'u menaxhuar, por shum\u00eb m\u00eb t\u00eb leht\u00eb p\u00ebr t\u00eb marr\u00eb vendime n\u00eb kushte t\u00eb caktuara. <\/p>\n

N\u00eb llogarin\u00eb time n\u00eb Skype kam shkruar: 'Suksesi arrihet jo domosdoshm\u00ebrisht nga ata q\u00eb marrin vendime t\u00eb sakta, por nga ata q\u00eb e b\u00ebjn\u00eb vendimin e tyre t\u00eb sakt\u00eb.'<\/p>\n

8. Kujdesuni nga iluzionet e suksesit.<\/h3>\n

<\/p>\n

Rregulli kryesor i realitetit \u2014 mos u ngat\u00ebrro n\u00eb iluzionet e tua.
\nh\/f Fillimi (Inception)<\/p><\/blockquote>\n

\nNdonj\u00ebher\u00eb m\u00eb \u00ebsht\u00eb dashur t\u00eb punoj me nj\u00eb ekip q\u00eb retrospektiv\u00ebn \u2013 nj\u00eb mjet i metodologjis\u00eb Agile, i destinuar p\u00ebr t\u00eb analizuar rezultatet e p\u00ebrfundimit t\u00eb faz\u00ebs aktuale t\u00eb pun\u00ebs, me q\u00ebllim p\u00ebrmir\u00ebsimin e procesit t\u00eb pun\u00ebs, e kthyen n\u00eb nj\u00eb ritual lavd\u00ebrimi t\u00eb vet\u00eb ekipit.<\/p>\n

Thjesht menaxheri kishte d\u00ebgjuar diku se ekipi \u00ebsht\u00eb nj\u00eb natyr\u00eb e organizatave nervore komplekse dhe duhet vet\u00ebm t\u00eb lavd\u00ebrohet dhe t\u00eb mbrohet nga kritika. Prandaj, gjat\u00eb retrospektiv\u00ebs, ekipi shpiknin t\u00eb pakt\u00ebn pes\u00eb pika pozitive t\u00eb faz\u00ebs s\u00eb analizuar. Duke qen\u00eb se ekipi ishte shum\u00eb i ri, ata me t\u00eb v\u00ebrtet\u00eb shpiknin fitoret e tyre, dhe jo thjesht konstatonin sukseset. <\/p>\n

Nga jasht\u00eb,PROCESSI dukej ndryshe, si nj\u00eb dh\u00ebnd\u00ebr duke u p\u00ebrpjekur t\u00eb hyj\u00eb n\u00eb apartamentin e nuses p\u00ebrmes radh\u00ebs s\u00eb t\u00eb af\u00ebrmve dhe shoqeve t\u00eb saj, dhe duke u detyruar t\u00eb premtoj\u00eb para \u00e7do bllokimi t\u00eb ri se me \u00e7do m\u00ebnyr\u00eb tjet\u00ebr do t\u00eb b\u00ebj jet\u00ebn e gruas s\u00eb tij t\u00eb ardhme dhe familjes s\u00eb saj m\u00eb t\u00eb lumtur. 'Do ta mbaj n\u00eb krah\u00eb! Do ta mbaj t\u00eb lumtur mamane e saj!..' K\u00ebto arritje t\u00eb shpikura, ekipi i regjistronte n\u00eb ditarin e tyre, p\u00ebr t'i harruar ato m\u00eb pas, e jo p\u00ebr t'i projeksuar sukseset n\u00eb proceset m\u00eb pak t\u00eb suksesshme. <\/p>\n

N\u00eb pyetjen time, kur do t\u00eb diskutojm\u00eb problemet dhe d\u00ebshtimet, mora p\u00ebrgjigjen se ekipi ende \u00ebsht\u00eb i ri dhe nuk duhet ta traumatizojm\u00eb me kujtime t\u00eb pak\u00ebndshme. Sipas menaxherit, ky qasje motivuese ka funksionuar shum\u00eb mir\u00eb n\u00eb projektet e tij t\u00eb m\u00ebparshme, \u00ebsht\u00eb nj\u00eb metodologji fleksibile dhe deri tani nuk e ka t\u00ebrhequr posht\u00eb. Por n\u00eb projektin tjet\u00ebr m\u00eb t\u00eb madh, me nj\u00eb qasje t\u00eb till\u00eb, gjith\u00e7ka u shemb si nj\u00eb sht\u00ebpi me letra. Ekipa, duke jetuar n\u00eb nj\u00eb iluzion t\u00eb vet\u00eb-k\u00ebnaq\u00ebsis\u00eb, nuk e vuri re problemin e duksh\u00ebm n\u00eb produktin q\u00eb po zhvillohej dhe n\u00eb proceset e tij deri n\u00eb momentin q\u00eb erdhi koha p\u00ebr t'i dor\u00ebzuar rezultatin kompleks klientit, q\u00eb duhet ta paguante k\u00ebt\u00eb katastrof\u00eb.<\/p>\n

Kjo histori flet p\u00ebr faktin se mund t\u00eb bien n\u00eb nj\u00eb kurth shum\u00eb leht\u00eb, n\u00ebse keni arritur t\u00eb kaloni nj\u00eb rast t\u00eb thjesht\u00eb p\u00ebrmes nj\u00eb mekanizmi t\u00eb nd\u00ebrtuar vet\u00ebm mbi ndjenjat dhe t\u00eb supozuarat tuaja, t\u00eb larg\u00ebta nga nj\u00eb skem\u00eb t\u00eb v\u00ebrtet\u00eb punuese. Eksperienca e par\u00eb e suksesshme shkakton nj\u00eb eufori p\u00ebr suksesin, q\u00eb ngadonher\u00eb e p\u00ebrcjell ndjenj\u00ebn e kujdesit n\u00eb k\u00ebndet m\u00eb t\u00eb larg\u00ebta t\u00eb mendjes. Por rasti tjet\u00ebr realisht i komplikuar e kthen gjith\u00e7ka n\u00eb vendin e vet. Shpesh problemet nuk shfaqen menj\u00ebher\u00eb, por mbeten pas shpine, duke e ndihmuar gradualisht q\u00eb t\u00eb bini n\u00eb nj\u00eb kurth, duke e l\u00ebn\u00eb vemendjen t\u00eb ndjente t\u00eb rreme nga p\u00ebrjetimet e fundit. Kur pas jush grumbullohet nj\u00eb mas\u00eb kritike gabimesh, e gjith\u00eb struktura fillon t\u00eb shembet.<\/p>\n

Duhet treguar kujdes ndaj metodologjive t\u00eb reja t\u00eb pasprovuar, edhe n\u00ebse ato jan\u00eb t\u00eb mbushura me laure dhe nderime. Sidomos n\u00ebse udh\u00ebzimet p\u00ebr aplikimin e tyre kan\u00eb karakter deklarativ, ekziston nj\u00eb mund\u00ebsi e madhe q\u00eb do t\u00eb kapni vet\u00ebm ritualin nga sip\u00ebrfaqa, pa e kuptuar nuancat e thella, shum\u00eb individuale p\u00ebr raste t\u00eb ndryshme t\u00eb jet\u00ebs.<\/p>\n

9. P\u00ebrmir\u00ebsoni vetveten emocionalisht kur ndryshoni ambicien profesionale<\/h3>\n

<\/p>\n

Nuk jam pesimist. Jam nj\u00eb optimist i ngrir\u00eb, i lodhur, i uritur
\nOlga Gromiko. (Armiqt\u00eb besnik\u00eb)<\/p><\/blockquote>\n

\nMe kalimin e mosh\u00ebs dhe p\u00ebrvoj\u00ebn profesionale, shpeshher\u00eb, ndri\u00e7imi i novatorit ndizet n\u00eb syt\u00eb e specialistit. Jo, nuk \u00ebsht\u00eb e nevojshme q\u00eb ai t\u00eb mos jet\u00eb m\u00eb novator, por nga ana e rinj\u00ebve dhe t\u00eb zellsh\u00ebm, ky novatoriz\u00ebm duket si dhe n\u00eb ngadal\u00ebsim: e m\u00ebrzitshme, e pavler\u00eb dhe irrituese ngadal\u00ebsi. Koha ik\u00ebn, konkurrent\u00ebt nuk flen\u00eb, secila minut\u00eb ka r\u00ebnd\u00ebsi dhe \u00e7do vones\u00eb \u00ebsht\u00eb thjesht nj\u00eb neglizhenc\u00eb kriminale.<\/p>\n

Prandaj, kur ndryshoni vendin e pun\u00ebs, fush\u00ebn e aktivitetit dhe l\u00ebvizjet e tjera n\u00eb hap\u00ebsirat profesionale, nga nj\u00ebra an\u00eb \u00ebsht\u00eb e d\u00ebshirueshme t\u00eb p\u00ebrmir\u00ebsoni emocionalisht vetveten, p.sh., p\u00ebrmes trajnimeve motivuese ose literatur\u00ebs s\u00eb ve\u00e7ant\u00eb, dhe nga ana tjet\u00ebr, ngarko m\u00eb t\u00eb rinjt\u00eb, por m\u00eb pak t\u00eb p\u00ebrvoj\u00eb, duke u deleguar atyre autoritetin. Le t'i b\u00ebjn\u00eb ata mrekullin\u00eb q\u00eb presin nga ju. M\u00ebsojini ata t\u00eb b\u00ebjn\u00eb mrekullin\u00eb dhe angazhojini me k\u00ebt\u00eb proces!<\/p>\n

10. Mos e proklamoni p\u00ebrvoj\u00ebn tuaj t\u00eb realizimit t\u00eb produktit n\u00eb modelin e menaxhimit t\u00eb k\u00ebtij procesi. <\/h3>\n

<\/p>\n

Fatkeq\u00ebsia e t\u00eb tjer\u00ebve gjithmon\u00eb duket t\u00eb jet\u00eb e ekzagjeruar.
\nCharles de Montesquieu<\/p><\/blockquote>\n

\nKemi zbuluar n\u00eb pjes\u00ebn e par\u00eb t\u00eb artikullit se nuk \u00ebsht\u00eb n\u00eb rregull t\u00eb vler\u00ebsohet puna e menaxher\u00ebve nga pik\u00ebpamja e ekzekutuesve, t\u00eb cil\u00ebt nuk jan\u00eb t\u00eb njohur me artin e menaxhimit \u2013 ata kan\u00eb nj\u00eb grup t\u00eb ndrysh\u00ebm treguesish p\u00ebr t\u00eb vler\u00ebsuar efektivitetin. Kjo \u00ebsht\u00eb e lidhur me faktin se k\u00ebrkesat p\u00ebr procesin e prodhimit t\u00eb produktit dhe p\u00ebr organizimin e k\u00ebtij procesi jan\u00eb dy funksione krejt\u00ebsisht t\u00eb ndryshme, q\u00eb k\u00ebrkojn\u00eb p\u00ebr realizimin e tyre efektiv aft\u00ebsi dhe kompetenca t\u00eb ndryshme, karakteristika t\u00eb ndryshme personale, p\u00ebrgatitje psikologjike dhe etike, etj. <\/p>\n

Treguesi i vet\u00ebm, me t\u00eb cilin n\u00eb k\u00ebt\u00eb rast mund t\u00eb kritikoni menaxherin, duke respektuar moralin dhe etiken \u2013 \u00ebsht\u00eb \"d\u00ebshtimi n\u00eb realizimin e projekteve\", p\u00ebr t\u00eb cilat ai \u00ebsht\u00eb p\u00ebrgjegj\u00ebs direkt. Ky \u00ebsht\u00eb treguesi i tij. Sigurisht do t\u00eb ket\u00eb nj\u00eb milion arsye q\u00eb objektivisht e penguan at\u00eb t\u00eb b\u00ebj\u00eb gjith\u00e7ka \"si\u00e7 duhet\", por, si\u00e7 thon\u00eb, kjo nuk \u00ebsht\u00eb m\u00eb problemet tuaja.
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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(\u0420\u0435\u0446\u0435\u043f\u0442\u044b \u0441\u0447\u0430\u0441\u0442\u044c\u044f) \u0412\u044b\u044f\u0432\u0438\u0432 \u043f\u0440\u0438\u0437\u043d\u0430\u043a\u0438 \u0438 \u043f\u0440\u0438\u0440\u043e\u0434\u0443 \u043f\u0440\u043e\u0431\u043b\u0435\u043c, \u043f\u0440\u0438\u0432\u043e\u0434\u044f\u0449\u0438\u0445 \u043a \u043d\u0435\u0434\u043e\u043e\u0446\u0435\u043d\u0435\u043d\u043d\u043e\u0441\u0442\u0438 \u0441\u043f\u0435\u0446\u0438\u0430\u043b\u0438\u0441\u0442\u0430 \u0432 \u043c\u0435\u0441\u0442\u0430\u0445 […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-37497","post","type-post","status-publish","format-standard","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\n","aioseo_head_json":{"title":"\ud83e\udd47Psychoanalysis e efektit t\u00eb specialistit t\u00eb n\u00ebnvler\u00ebsuar. Pjesa 2. Si dhe p\u00ebrse t\u00eb kund\u00ebrshtoni | ProHoster","description":"Fillimi i artikullit me p\u00ebrshkrimin e mundsh\u00ebm t\u00eb arsyeve t\u00eb n\u00ebnvler\u00ebsimit t\u00eb specialist\u00ebve mund t\u00eb lexohet duke kaluar n\u00eb \"linkun\". III N\u00eb p\u00ebrballjen me arsyet q\u00eb shkaktojn\u00eb n\u00ebnvler\u00ebsimin. Virusi i s\u00eb kaluar\u00ebs nuk mund t\u00eb sh\u00ebrohet \u2013 derisa t\u00eb marr\u00eb at\u00eb q\u00eb i takon, nuk do t\u00eb ik\u00eb. Por mund dhe duhet t'i kund\u00ebrvihemi \u2013 parandaloni komplikimet. El\u00e7in Safarli. 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