{"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\/news\/psihoanaliz-effekta-nedootsenennogo-spetsialista-chast-2-kak-i-zachem-protivostoyat","title":{"rendered":"Psikoanaliza e efektit t\u00eb specialistit t\u00eb n\u00ebnvler\u00ebsuar. Pjesa 2. Si dhe pse t\u00eb kund\u00ebrshtojm\u00eb","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Fillimi i artikullit me nj\u00eb p\u00ebrshkrim t\u00eb arsyeve t\u00eb mundshme t\u00eb n\u00ebnvler\u00ebsimit t\u00eb specialist\u00ebve mund t\u00eb lexoni, duke kaluar n\u00eb \u00ablinkun\u00bb<\/a><\/noindex>. <\/p>\n

III P\u00ebrballja me arsyet q\u00eb shkaktojn\u00eb n\u00ebnvler\u00ebsim.<\/h2>\n

<\/p>\n

Virusi i s\u00eb kaluar\u00ebs nuk trajtohet - derisa t\u00eb marr\u00eb at\u00eb q\u00eb do, nuk do t\u00eb largohet.
\nPor mund dhe duhet t'i b\u00ebjm\u00eb ball\u00eb - t\u00eb parandalojm\u00eb komplikacione.
\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 specialist\u00ebve n\u00eb vendet e tyre t\u00eb profesionit, le t\u00eb shqyrtojm\u00eb receta kund\u00ebr komplikacioneve, t\u00eb cilat ndikon shum\u00eb negativisht n\u00eb karrier\u00eb, dhe madje n\u00eb ndjenj\u00ebn e vendit t\u00eb tyre n\u00ebn diell. <\/p>\n

Por, p\u00ebr t\u00eb filluar, \u00ebsht\u00eb e nevojshme t\u00eb pranojm\u00eb 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 metod\u00ebn e provuar dhe t\u00eb themi se kjo nuk \u00ebsht\u00eb tek un\u00eb, por tek djali fqinj, dhe un\u00eb vet\u00ebm dua t'i ndihmoj atij. Edhe kjo \u00ebsht\u00eb e pranueshme.
\n<\/a><\/noindex>
\nDuke qen\u00eb se formati i artikullit \u00ebsht\u00eb i kufizuar, problemet e diskutuar n\u00eb thelb jan\u00eb shum\u00eb t\u00eb thella, dhe diagnozat e manifestimeve t\u00eb simptomave jan\u00eb t\u00eb ndryshme, le t\u00eb marrim p\u00ebr shembull, nj\u00eb zgjidhje vet\u00ebm p\u00ebr disa raste p\u00ebrfaq\u00ebsuese. Nd\u00ebrsa n\u00eb komentet, p\u00ebrdoruesit e paangazhuar ndoshta do 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

Kam arritur sukses sepse iu drejtova gojarisht dhe me shkrim \u00e7do gjermani,
\nduke e bindur at\u00eb n\u00eb sakt\u00ebsin\u00eb e veprimeve t\u00eb mia.
\nLudwig Erhard <\/p><\/blockquote>\n

\nNj\u00eb mjet i r\u00ebnd\u00ebsish\u00ebm p\u00ebr promovimin e specialistit \u00ebsht\u00eb transmetimi i informacionit t\u00eb cil\u00ebsis\u00eb p\u00ebr pik\u00ebpamjet e tij t\u00eb forta dhe justifikimi i dob\u00ebsive. Nuk ka \u00e7do specialist q\u00eb ka nj\u00eb skriptor ose nj\u00eb sh\u00ebrbim p\u00ebr shtyp q\u00eb mund t\u00eb p\u00ebrmbush\u00eb k\u00ebto funksione. Prandaj, p\u00ebr nj\u00eb person q\u00eb d\u00ebshiron t\u00eb nd\u00ebrtoj\u00eb nj\u00eb karrier\u00eb, \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme, t\u00eb pakt\u00ebn, t\u00eb dij\u00eb si t\u00eb jet\u00eb nj\u00eb bisedues interesant, duke t\u00ebrhequr v\u00ebmendjen dhe duke shkaktuar besim. \u00c7far\u00eb nga ana tjet\u00ebr do t'i lejoj\u00eb t\u00eb p\u00ebrcjell\u00eb informacionin e nevojsh\u00ebm p\u00ebr veten dhe pun\u00ebt e tij n\u00eb m\u00ebnyr\u00ebn m\u00eb pozitive. <\/p>\n

S\u00eb pari, n\u00ebse jeni t\u00eb turpsh\u00ebm, aft\u00ebsia p\u00ebr retorik\u00eb mund t\u00eb zhvillohet duke shkruar tekste, artikuj, raportet etj. Por ka nj\u00eb detaj t\u00eb r\u00ebnd\u00ebsish\u00ebm - patjet\u00ebr dikush q\u00eb nuk \u00ebsht\u00eb i angazhuar duhet t\u00eb rishikoj\u00eb p\u00ebrpjekjet tuaja. \u00cbsht\u00eb e shk\u00eblqyer n\u00ebse ky censur nuk \u00ebsht\u00eb n\u00eb tem\u00eb. At\u00ebher\u00eb, me kritikat e tij, ai do t'ju detyroj\u00eb t\u00eb shprehni mendimet qart\u00eb, n\u00eb nj\u00eb struktur\u00eb dhe form\u00eb q\u00eb do t'i lejoj\u00eb atij t\u00eb mos bie n\u00eb gjum\u00eb nga monotonia, q\u00eb n\u00eb paragrafin e dyt\u00eb. Pik\u00ebrisht at\u00ebher\u00eb do t\u00eb mendoni se si shkruajn\u00eb t\u00eb tjer\u00ebt - ata t\u00eb suksessh\u00ebm. At\u00ebher\u00eb do t\u00eb filloni t\u00eb pasuroni leksikonin tuaj me fjal\u00eb t\u00eb reja, duke k\u00ebrkuar n\u00eb fjalor sinonimesh fraza t\u00eb reja dhe duke sjell\u00eb n\u00eb tekstin e that\u00eb - leht\u00ebsin\u00eb dhe paqart\u00ebsin\u00eb.<\/p>\n

Pastaj, paraqitjet publike n\u00eb platforma t\u00eb ndryshme dhe n\u00eb shkall\u00eb t\u00eb ndryshme. Me analiz\u00ebn e domosdoshme se \u00e7far\u00eb ishte kjo m\u00eb keq se t\u00eb tjer\u00ebt - ata t\u00eb suksessh\u00ebm. Pik\u00ebrisht at\u00ebher\u00eb do t\u00eb filloni t\u00eb v\u00ebreni n\u00eb fjalimet e t\u00eb tjer\u00ebve jo vet\u00ebm esenc\u00ebn e asaj q\u00eb thon\u00eb, por edhe teknikat e shprehjes s\u00eb mendimeve, metodat e ndikimit psikologjik n\u00eb audienc\u00eb etj. \u00c7do bised\u00eb duhet t\u00eb b\u00ebhet nj\u00eb poligon p\u00ebr testimin e njohurive dhe aft\u00ebsive tuaja n\u00eb fush\u00ebn e retorik\u00ebs.<\/p>\n

Pjes\u00ebs m\u00eb t\u00eb madhe t\u00eb njer\u00ebzve, sidomos atyre me mendje teknike, u duket e v\u00ebshtir\u00eb t\u00eb kalojn\u00eb nga leximi i nj\u00eb libri mbi artin e oratoris\u00eb n\u00eb t\u00eb qenit mjesht\u00ebr i fjal\u00ebve. Vet\u00ebm n\u00eb praktik\u00eb kuptoni se si funksionon, me kusht q\u00eb natyrisht, t\u00eb 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 midis let\u00ebrsis\u00eb dhe jet\u00ebs q\u00ebndron n\u00eb faktin se n\u00eb libra, p\u00ebrqindja e njer\u00ebzve origjinal\u00eb \u00ebsht\u00eb shum\u00eb e lart\u00eb, nd\u00ebrsa e thjesht\u00ebve \u00ebsht\u00eb e ul\u00ebt; n\u00eb jet\u00eb \u00ebsht\u00eb e kund\u00ebrta.
\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 pretendimeve\". Niveli q\u00eb nj\u00eb person synon t\u00eb arrij\u00eb n\u00eb fusha t\u00eb ndryshme t\u00eb aktiviteteve (karrier\u00eb, status, pasuri etj.). Dhe gjithashtu diskutova formul\u00ebn p\u00ebr p\u00ebrcaktimin e tij:
\nNiveli i pretendimeve = Sasia e suksesit \u2014 Sasia e d\u00ebshtimit <\/b><\/p>\n

Por k\u00ebt\u00eb shkak, ngrihet s\u00ebrish pyetja: si mund t\u00eb llogaritet \"Shkalla e suksesit\" dhe \"Shkalla e d\u00ebshtimit\"? Sepse kjo \u00ebsht\u00eb thjesht perceptimi i ngjarjeve dhe fenomeneve nga nj\u00eb individ specifik, ose nga nj\u00eb grup njer\u00ebzish \"t\u00eb lidhur\" me nj\u00ebri-tjetrin. Vler\u00ebsimi i pretendimeve tuaja, shpeshher\u00eb \u00ebsht\u00eb m\u00eb objektiv n\u00eb krahasim me arritjet dhe d\u00ebshtimet e t\u00eb tjer\u00ebve. Nga kjo ndjek q\u00eb \"Shkalla e suksesit\" tuaj \u00ebsht\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb drejtp\u00ebrdrejt\u00eb e lidhur me mund\u00ebsi t\u00eb individ\u00ebve p\u00ebrreth jush, t\u00eb cil\u00ebt punojn\u00eb n\u00eb fush\u00ebn e vler\u00ebsimit. N\u00eb k\u00ebto krahasime, zbulohet kuadri aktual i shkall\u00ebs suaj t\u00eb vler\u00ebsimit. N\u00eb fjal\u00eb t\u00eb tjera, ju duhet t\u00eb matni vet\u00ebn tuaj Suksesi<\/b> dhe D\u00ebshtimet<\/b>, ashtu si\u00e7 vler\u00ebsojn\u00eb rezultatat e ngjashme an\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit tuaj ose nj\u00eb komunitet m\u00eb t\u00eb gjer\u00eb t\u00eb bashk\u00ebpun\u00ebtor\u00ebve. <\/p>\n

Prandaj, del se 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. N\u00eb t\u00eb kund\u00ebrt, do t\u00eb krijohet nj\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. Po ashtu, n\u00ebse jeni nj\u00eb person p\u00ebrgjegj\u00ebs, do t\u00eb shpenzoni koh\u00ebn tuaj p\u00ebr t\u00eb ngritur ekipin n\u00eb nj\u00eb nivel m\u00eb t\u00eb lart\u00eb. N\u00eb nj\u00eb ekip shum\u00eb t\u00eb fort\u00eb, nuk do t\u00eb arrini t\u00eb p\u00ebrmbushni rritjen e p\u00ebrgjithshme t\u00eb mund\u00ebsive t\u00eb koleg\u00ebve, q\u00eb \u00ebsht\u00eb e v\u00ebrtet\u00eb n\u00ebn rastin kur potenciali i t\u00eb gjith\u00eb an\u00ebtar\u00ebve t\u00eb ekipit \u00ebsht\u00eb p\u00ebraf\u00ebrsisht i nj\u00ebjt\u00eb.<\/p>\n

3. P\u00ebrpiquni t\u00eb jeni n\u00eb dijeni t\u00eb drejtimeve t\u00eb reja dhe premtuese profesionale<\/h3>\n

<\/p>\n

Zhvillimi dhe arsimi nuk mund t\u00eb jepen ose komunikohen askujt.
\nKushdo q\u00eb d\u00ebshiron t\u00eb bashkohet me to, duhet ta arrij\u00eb k\u00ebt\u00eb p\u00ebrmes veprimit t\u00eb tij, forca vetjake, dhe p\u00ebrkushtimit t\u00eb tij.
\nAdolf Disterweg<\/p><\/blockquote>\n

\nP\u00ebr t\u00eb fituar nj\u00eb avantazh n\u00eb rritjen karrier\u00eb-profesionale p\u00ebrpara shok\u00ebve tuaj t\u00eb pun\u00ebs, \u00ebsht\u00eb e nevojshme t\u00eb jeni gjithmon\u00eb n\u00eb trend dhe t\u00eb ndihmoni n\u00eb ndjekjen e tendencave t\u00eb reja, t\u00eb cilat mund t\u00eb b\u00ebhen \"\u00e7do gj\u00eb p\u00ebr ne\" nes\u00ebr. M\u00ebnyra m\u00eb e thjesht\u00eb p\u00ebr t\u00eb q\u00ebndruar n\u00eb rrjedh\u00ebn e novacioneve \u00ebsht\u00eb monitorimi konstant i publikimeve periodike, blogeve profesionale etj. <\/p>\n

Esht\u00eb shum\u00eb mir\u00eb kur n\u00eb nj\u00eb ekip ka lider\u00eb teknik\u00eb, t\u00eb cil\u00ebt mund t\u00eb ndajn\u00eb me grupin novacionet e shqyrtuara p\u00ebrmes sitit t\u00eb ekspertiz\u00ebs dhe intuit\u00ebs s\u00eb tyre. Kjo ndihmon n\u00eb rritjen e efikasitetit t\u00eb vet\u00eb-m\u00ebsimit dhe lejon fokusimin n\u00eb gj\u00ebrat m\u00eb t\u00eb r\u00ebnd\u00ebsishme, pa u shp\u00ebrndar\u00eb n\u00eb gj\u00ebrat e par\u00ebnd\u00ebsishme. Prandaj, puna n\u00eb ekip me lider\u00eb \u2014 orientues profesional\u00eb, \u00ebsht\u00eb gjithmon\u00eb m\u00eb e preferuar p\u00ebr perspektivat tuaja. <\/p>\n

S\u00eb fundmi, ekipi yn\u00eb mori pjes\u00eb n\u00eb nj\u00eb projekt p\u00ebr ridizajnimin e softuerit p\u00ebr nj\u00eb klinik\u00eb mjek\u00ebsore. Me habi zbulonim nj\u00eb zhvillim q\u00eb dukej si nj\u00eb projekt i studentit, \u2026 mbi nj\u00ebzet vite m\u00eb par\u00eb. Doli se kjo krijes\u00eb ishte krijuar nga nj\u00eb programues i vet\u00ebm, i cili punonte n\u00eb bot\u00ebn e tij. Ai vazhdimisht ndryshonte di\u00e7ka, korrigjonte gabimet q\u00eb shfaqeshin, por n\u00eb thelb, aplikacioni nuk ndryshonte. T\u00eb gjitha p\u00ebrpjekjet p\u00ebr t\u00eb bashk\u00ebpunuar me t\u00eb has\u00ebn n\u00eb nj\u00eb obstruksion t\u00eb fort\u00eb. Nuk arrit\u00ebm t'i shpjegonim atij se teknologjit\u00eb kishin shkuar p\u00ebrpara dhe se ishte thjesht jo etike t\u00eb detyrosh njer\u00ebzit t\u00eb p\u00ebrdorin softuer t\u00eb vjetruar dhe funksionalisht jo efektiv. Nuk vendos\u00ebm ta traumatojm\u00eb at\u00eb dhe ta nxjerrim nga \u201cMatrica\u201d.<\/p>\n

4. Nivelojini an\u00ebt tuaja t\u00eb dob\u00ebta dhe promovoni ato t\u00eb forta.<\/h3>\n

<\/p>\n

I dobti duhet t\u00eb ket\u00eb mund\u00ebsin\u00eb t\u00eb b\u00ebhet i fort\u00eb dhe t\u00eb largohet kur i forti \u00ebsht\u00eb shum\u00eb i dob\u00ebt p\u00ebr t\u00eb shkaktuar dhimbje t\u00eb dob\u00ebtit.
\nMilan Kundera<\/p><\/blockquote>\n

\nT\u00eb m\u00ebsosh p\u00ebr an\u00ebt e tua t\u00eb dob\u00ebta nuk \u00ebsht\u00eb aspak e v\u00ebshtir\u00eb, thjesht duhet t\u00eb d\u00ebgjosh at\u00eb q\u00eb thon\u00eb p\u00ebr ty n\u00eb ekip. N\u00eb fjal\u00ebn \u00abd\u00ebgjoj\u00bb, n\u00eb k\u00ebt\u00eb kontekst, e kam kuptimin - perceptoj, pranoj, mbaj mend etj. <\/p>\n

T\u00eb pranojsh disfavor\u00ebt e tua \u00ebsht\u00eb gjithmon\u00eb e v\u00ebshtir\u00eb. N\u00eb kuad\u00ebr t\u00eb aktivitetit tim profesional kam hasur disa her\u00eb n\u00eb njer\u00ebz talentuar, t\u00eb cil\u00ebt n\u00eb biseda nuk pranojn\u00eb formalisht gabimet dhe dob\u00ebsit\u00eb e tyre, por m\u00eb von\u00eb, pas nj\u00eb betej\u00eb me \u2018Ego\u2019n e tyre t\u00eb madh, p\u00ebrfundimisht me heshtje, ndryshojn\u00eb mendimin e tyre pa u shfaqur. K\u00ebshtu q\u00eb b\u00ebn.<\/p>\n

P\u00ebr t\u00eb zgjidhur shumic\u00ebn e problemeve, p\u00ebr t\u00eb cilat mund t\u00eb m\u00ebsoni duke d\u00ebgjuar mendimet e t\u00eb tjer\u00ebve, mund t\u00eb p\u00ebrdorni shumic\u00ebn e blogeve dhe trajnimeve t\u00eb botuara n\u00eb num\u00ebr t\u00eb madh, n\u00eb hap\u00ebsirat e internetit. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb mos e lini problemin t\u00eb kaloj\u00eb n\u00eb injorim. <\/p>\n

Nj\u00eb raund tjet\u00ebr i \u00e7\u00ebshtjes lidhet me prani t\u00eb tyre t\u00eb q\u00ebndrimeve t\u00eb forta. P\u00ebr t\u00eb theksuar ato, \u00ebsht\u00eb e nevojshme t\u00eb p\u00ebrqendroheni maksimalisht n\u00eb at\u00eb fush\u00eb ku keni shanse t\u00eb realizoheni sa m\u00eb mir\u00eb. Nuk duhet t\u00eb godisni n\u00eb dyert e specializimit q\u00eb ju e keni m\u00eb t\u00eb v\u00ebshtir\u00eb se nj\u00eb alternativ\u00eb tjet\u00ebr. Procesi i prodhimit t\u00eb produkteve software ( p\u00ebr t\u00eb cilin kam shkruar k\u00ebtu<\/a><\/noindex> ) \u00ebsht\u00eb shum\u00eb i gjer\u00eb dhe gjithmon\u00eb mund t\u00eb gjeni nj\u00eb vend t\u00eb denj\u00eb p\u00ebr vete, n\u00eb p\u00ebrputhje me aft\u00ebsit\u00eb dhe mentalitetin tuaj.<\/p>\n

P\u00ebr shembull, pasi kam punuar me sukses p\u00ebr 18 vjet si programues, pa pendes\u00eb kalova n\u00eb fush\u00ebn e analiz\u00ebs sistemike dhe menaxhimit t\u00eb projekteve. N\u00eb mendimin tim, n\u00eb k\u00ebt\u00eb fush\u00eb gjith\u00e7ka \u00ebsht\u00eb m\u00eb themelore, m\u00eb e q\u00ebndrueshme dhe m\u00eb e thell\u00eb. N\u00eb k\u00ebt\u00eb rrug\u00eb ndihem m\u00eb rehat. <\/p>\n

5. Kini kujdes nga gabimet e vet\u00ebidentifikimit n\u00eb ekosistemin q\u00eb nuk e kuptoni<\/h3>\n

<\/p>\n

Detyrat jan\u00eb nj\u00eb gj\u00eb mjaft e prekshme, konkrete, nd\u00ebrsa mund\u00ebsit\u00eb\u2026 n\u00eb thelb, jan\u00eb kimera - t\u00eb brishta, pa kuptim, dhe ndonj\u00ebher\u00eb edhe t\u00eb rrezikshme. Nd\u00ebrsa b\u00ebheni m\u00eb t\u00eb rritur dhe m\u00eb t\u00eb men\u00e7ur, e kuptoni k\u00ebt\u00eb dhe t\u00ebrhiqeni nga ato. K\u00ebshtu \u00ebsht\u00eb m\u00eb mir\u00eb. Dhe m\u00eb qet\u00eb.
\nNicholas Evans. <\/p><\/blockquote>\n

\nTema e k\u00ebtij kapitulli p\u00ebrputhet ngusht\u00eb me kapitullin '2. Zhvilloni aft\u00ebsi p\u00ebr t\u00eb vler\u00ebsuar veten objektivisht n\u00eb kushte t\u00eb ndryshme', ku shqyrtuam se si mund t\u00eb vler\u00ebsojm\u00eb pretendimet tona p\u00ebr t\u00eb qen\u00eb pjes\u00eb e nj\u00eb ekipi t\u00eb ngusht\u00eb. N\u00eb fjal\u00eb t\u00eb tjera, p\u00ebrcaktimi i pozicionit ton\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 zbuluam se \u00ebsht\u00eb mir\u00eb kur vler\u00ebsimi yn\u00eb p\u00ebr k\u00ebt\u00eb pozicion, ndoshta me nj\u00eb gabim t\u00eb vog\u00ebl, por gjithsesi p\u00ebrputhet me mendimin e shumic\u00ebs. Ndryshe, ju nuk po punoni n\u00eb 'at\u00eb ekip'. <\/p>\n

Por ka edhe nj\u00eb shkall\u00eb tjet\u00ebr vler\u00ebsimi. Vler\u00ebsimi i menaxhmentit t\u00eb pozicionit tuaj n\u00eb ekip. Ai mund t\u00eb mos p\u00ebrputhet me vler\u00ebsimin e p\u00ebrshkruar m\u00eb sip\u00ebr, pasi n\u00eb t\u00eb jan\u00eb t\u00eb inkorporuar parametra t\u00eb tjer\u00eb, t\u00eb r\u00ebnd\u00ebsish\u00ebm pik\u00ebrisht p\u00ebr menaxhmentin, i cili zgjidh problemet e tij n\u00eb pun\u00ebn e p\u00ebrgjithshme t\u00eb ekipit. <\/p>\n

Dallimi kryesor midis k\u00ebtyre dy vler\u00ebsimeve \u00ebsht\u00eb se ekzekutuesit e vler\u00ebsojn\u00eb pozit\u00ebn e specialistit sipas Mund\u00ebsive<\/b> (njohuri, aft\u00ebsi, komunikueshm\u00ebri, etj.), nd\u00ebrsa menaxheri sipas Vler\u00ebs s\u00eb krijuar<\/b> (rezultateve t\u00eb zbatimit t\u00eb detyrave, n\u00eb lidhje me: cil\u00ebsin\u00eb, performanc\u00ebn, p\u00ebrdorshm\u00ebrin\u00eb n\u00eb nd\u00ebrveprim, ndikimin n\u00eb an\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit etj.). E ndjeni ndryshimin?<\/p>\n

K\u00ebshtu, n\u00eb pasakt\u00ebsin\u00eb e vler\u00ebsimit t\u00eb pozicionit t\u00eb tij n\u00eb shkall\u00ebn \"mund\u00ebsive\", ndodhin gjithashtu gabime n\u00eb p\u00ebrcaktimin e pozicionit n\u00eb shkall\u00ebn \"vlerave t\u00eb krijuara\".<\/p>\n

T\u00eb marr\u00ebsh nj\u00eb vler\u00ebsim n\u00eb shkall\u00ebn e dyt\u00eb p\u00ebr nj\u00eb punonj\u00ebs \u00ebsht\u00eb shum\u00eb m\u00eb e v\u00ebshtir\u00eb p\u00ebr shkak se ai zakonisht ka pak informacion se si matet vlera q\u00eb ai krijon. Prandaj, p\u00ebr pyetjen: \"Pse m\u00eb paguajn\u00eb m\u00eb pak se at\u00eb djal\u00eb?\" \u00ebsht\u00eb m\u00eb e leht\u00eb t\u00eb merrni nj\u00eb p\u00ebrgjigje duke m\u00ebsuar m\u00eb shum\u00eb informacione rreth shkall\u00ebs \"vlerave t\u00eb krijuara\". <\/p>\n

Si ta b\u00ebsh k\u00ebt\u00eb? N\u00eb \u00e7do rast konkret ndryshe. Opsioni m\u00eb i thjesht\u00eb \u00ebsht\u00eb t\u00eb pyes\u00ebsh menaxherin (n\u00ebse ai \u00ebsht\u00eb i motivuar t\u00eb flas\u00eb p\u00ebr k\u00ebt\u00eb). Opcioni pak m\u00eb i komplikuar \u2013 t\u00eb b\u00ebhesh vet\u00eb menaxher dhe t\u00eb zbulojsh gjith\u00e7ka nga brenda.<\/p>\n

6. Kryejini 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 n\u00eb maj\u00eb 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 ndonj\u00eb detyr\u00eb, b\u00ebjeni gjithmon\u00eb me cil\u00ebsi maksimale, ose mos e merrni fare p\u00ebrsip\u00ebr!<\/p>\n

Ekziston n\u00eb biznes nj\u00eb koncept si \"Tejkalimi i pritshm\u00ebrive\". N\u00eb p\u00ebrmbledhje, ky \u00ebsht\u00eb nj\u00eb metod\u00eb ku klienti merr nj\u00eb sh\u00ebrbim ose produkt q\u00eb jo vet\u00ebm q\u00eb plot\u00ebson plot\u00ebsisht karakteristikat e shpallura, por gjithashtu me opsione shtes\u00eb, t\u00eb cilat nuk ishin shpallur n\u00eb ofert\u00ebn fillestare. Nd\u00ebrkoh\u00eb, kostoja nuk ndryshon. Ky qasje shkakton nj\u00eb disbalanc\u00eb emocionale, q\u00eb gjeneron nj\u00eb t\u00ebr\u00eb zinxhir reagimesh pozitive, q\u00eb sjellin bonuse shtes\u00eb p\u00ebr shit\u00ebsin. N\u00eb form\u00ebn e nj\u00eb klienti lojal, rekomandimeve pozitive q\u00eb sjellin klient\u00eb t\u00eb rinj, blerjen e aksesor\u00ebve shtes\u00eb etj. T\u00eb gjitha s\u00eb bashku shkaktojn\u00eb nj\u00eb rezonanc\u00eb t\u00eb caktuar, e cila tashm\u00eb pa pjes\u00ebmarrjen tuaj punon p\u00ebr fitimin 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 kalojn\u00eb pritshm\u00ebrit\u00eb e drejtuesve, pa dashje i nxisin ata n\u00eb nj\u00eb kurth emocional. Por kjo \u00ebsht\u00eb vet\u00ebm nj\u00eb ngacmim n\u00eb kurth. Dhe n\u00ebse nuk k\u00ebrkohen k\u00ebrkesa konkrete p\u00ebr privilegje, at\u00ebher\u00eb k\u00ebto tejkalime pritshm\u00ebrish mund t\u00eb b\u00ebhen normale dhe t\u00eb ndalojn\u00eb s\u00eb qeni tejkalime. K\u00ebtu duhet t\u00eb kuptohet nj\u00eb kalim i holl\u00eb. Sepse ne tham\u00eb se efekti \"Tejkalimi i pritshm\u00ebrive\" ndodh pa ndryshuar kostot e produktit\/sh\u00ebrbimit, p\u00ebrmes bonuseve shtes\u00eb q\u00eb e lejojn\u00eb p\u00ebrparimin p\u00ebrpara konkurent\u00ebve t\u00eb tjer\u00eb (n\u00eb rastin ton\u00eb, an\u00ebtar\u00ebve t\u00eb ekipit). <\/p>\n

N\u00ebse heqim cinizmin, mund t\u00eb sugjerojm\u00eb gjithmon\u00eb t\u00eb perceptojm\u00eb \u00e7do detyr\u00eb si nj\u00eb sfid\u00eb personale dhe ta b\u00ebjm\u00eb at\u00eb sa m\u00eb cil\u00ebsore dhe efikase, pavar\u00ebsisht shp\u00ebrblimit t\u00eb pritur. Si rregull, ky qasje shkakton rezonanc\u00ebn e p\u00ebrmendur m\u00eb lart q\u00eb ndikon n\u00eb rritjen e karrier\u00ebs.<\/p>\n

N\u00eb praktik\u00ebn time kishte nj\u00eb rast, kur nj\u00eb zhvillues i shqet\u00ebsuar, i cili e merrte jet\u00ebn e firm\u00ebs si \u201ct\u00eb tij\u00ebn personale\u201d, me kalimin e koh\u00ebs mori nj\u00eb ofert\u00eb p\u00ebr t\u00eb qen\u00eb bashk\u00eb-pronar i saj.<\/p>\n

7. Kur merrni nj\u00eb vendim, silluni natyrsh\u00ebm, mos u p\u00ebrpiqni t\u00eb p\u00eblqeni dik\u00eb.<\/h3>\n

<\/p>\n

M\u00eb mir\u00eb t\u00eb gaboni me vendosm\u00ebri, sesa t\u00eb jeni t\u00eb sakt\u00eb pa vendosm\u00ebri.
\nTallulah Bankhead<\/p><\/blockquote>\n

\nNe diskutuan n\u00eb pjes\u00ebn e par\u00eb t\u00eb artikullit, nj\u00eb mang\u00ebsi si\u00e7 \u00ebsht\u00eb pasiguria dhe vendos\u00ebm se ajo \u00ebsht\u00eb armik i avancimit n\u00eb karrier\u00eb. <\/p>\n

N\u00eb k\u00ebt\u00eb publikim, do t\u00eb shqyrtojm\u00eb vet\u00ebm nj\u00eb nga arsyet e zakonshme t\u00eb pasiguris\u00eb, si\u00e7 \u00ebsht\u00eb d\u00ebshira p\u00ebr t\u00eb p\u00eblqyer mbik\u00ebqyr\u00ebsin. N\u00eb sfondin e k\u00ebsaj d\u00ebshire si qeni dhe dyshimet q\u00eb kujt do t'i p\u00eblqente m\u00eb shum\u00eb patroni: kjo apo ajo. Dhe n\u00eb vend q\u00eb thjesht t\u00eb merret me gjetjen e zgjidhjes optimale n\u00eb situat\u00ebn aktuale, ndodh nj\u00eb luft\u00eb e brendshme p\u00ebr t\u00eb gjetur nj\u00eb rrug\u00eb q\u00eb do t\u00eb t\u00ebrheq\u00eb v\u00ebmendjen. Si rezultat, shfaqet nj\u00eb far\u00eb falsiteti, cinizmi dhe nuanca t\u00eb tjera t\u00eb pak\u00ebndshme. Nga larg, ky p\u00ebrulje sigurisht q\u00eb duket dhe shpesh her\u00eb duket mjeruesh\u00ebm. <\/p>\n

Kur t\u00eb merrni vendime, mos u p\u00ebrqendroni n\u00eb m\u00ebnyr\u00ebn se si do t\u00eb duket ky vendim nga jasht\u00eb. Mos lini ushqim p\u00ebr blet\u00ebt n\u00eb mendjen tuaj, pasi t'i hiqni ato do t\u00eb jet\u00eb shum\u00eb problematike. Ky \u00ebsht\u00eb vendimi juaj, ai nuk mund t\u00eb jet\u00eb i keq (n\u00eb rastin m\u00eb t\u00eb keq - gabim). Diskutoni p\u00ebr t\u00eb me t\u00eb tjer\u00ebt, provoni t\u00eb drejt\u00ebn tuaj, para s\u00eb gjithash me veten. Por po ashtu \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme t\u00eb d\u00ebgjoni t\u00eb tjer\u00ebt dhe t\u00eb pranoni gabimet tuaja.<\/p>\n

Menaxher\u00ebve q\u00eb fokusohen n\u00eb rezultat, u p\u00ebrshtatet m\u00eb mir\u00eb t\u00eb punojn\u00eb me njer\u00ebz t\u00eb sigurt. Ata jan\u00eb m\u00eb t\u00eb v\u00ebshtir\u00eb p\u00ebr t'u menaxhuar, por \u00ebsht\u00eb shum\u00eb m\u00eb e leht\u00eb t\u00eb merrni vendime n\u00eb kushte m\u00eb t\u00eb caktuara. <\/p>\n

N\u00eb llogarin\u00eb time n\u00eb Skype kam nj\u00eb slogan: \u00abSuksesi arrihet jo domosdoshm\u00ebrisht nga ai q\u00eb merr vendimet e duhura, por nga ai q\u00eb i b\u00ebn vendimet e tij t\u00eb sakta\u00bb.<\/p>\n

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

<\/p>\n

Rregulli kryesor i realitetit - mos u ngat\u00ebrroni n\u00eb iluzionet tuaja.
\nx\/f Fillimi (Inception)<\/p><\/blockquote>\n

\nNj\u00ebher\u00eb m\u00eb duhej t\u00eb punoja me nj\u00eb ekip q\u00eb retrospektiv\u00ebn - nj\u00eb mjet i metodologjis\u00eb Agile, e cila \u00ebsht\u00eb e destinuar p\u00ebr t\u00eb analizuar rezultatet e p\u00ebrfundimit t\u00eb fazave aktuale t\u00eb pun\u00ebs, me q\u00ebllim p\u00ebrmir\u00ebsimin e procesit t\u00eb pun\u00ebs, e shnd\u00ebrruan n\u00eb nj\u00eb ritual vet\u00eb-lavd\u00ebsimi t\u00eb ekipit.<\/p>\n

Nj\u00eb menaxher, diku kishte lexuar se ekipi \u00ebsht\u00eb nj\u00eb natyr\u00eb e organizat\u00ebs nervore t\u00eb komplikuar, dhe duhet vet\u00ebm t\u00eb lavd\u00ebrohej dhe t\u00eb kujdesesh p\u00ebr t\u00eb, duke e mbrojtur at\u00eb nga kritika. Prandaj, gjat\u00eb retrospektiv\u00ebs, ekipi shpikta t\u00eb pakt\u00ebn pes\u00eb momente pozitive t\u00eb faz\u00ebs q\u00eb po analizohej. P\u00ebr shkak se ekipi ishte shum\u00eb i ri, ata n\u00eb t\u00eb v\u00ebrtet\u00eb shpiknin fitoret e tyre, dhe jo konstatonin sukseset. <\/p>\n

Nga jasht\u00eb, procesi dukej si nj\u00eb dh\u00ebnd\u00ebr q\u00eb p\u00ebrpiqej t\u00eb kalonte n\u00eb dasm\u00eb n\u00eb apartamentin e nuses p\u00ebrmes radh\u00ebs s\u00eb t\u00eb af\u00ebrmve dhe miqve t\u00eb saj, duke nxjerr\u00eb nga vetja para \u00e7do fortese t\u00eb re nj\u00eb premtim, se si do ta b\u00ebnte jet\u00ebn e gruas s\u00eb ardhshme dhe t\u00eb af\u00ebrmve t\u00eb saj m\u00eb t\u00eb lumtur. \u00abDo ta mbaj at\u00eb n\u00eb krah\u00eb! Do ta k\u00ebnaqi vjehrr\u00ebn!..\u00bb K\u00ebto arritje t\u00eb shpikura, ekipi i regjistronte n\u00eb nj\u00eb doracak, p\u00ebr t'i haruar ato p\u00ebrher\u00eb dhe jo p\u00ebr t'i projektuar sukseset n\u00eb procese m\u00eb pak t\u00eb suksesshme. <\/p>\n

N\u00eb pyetjen time, kur do t\u00eb fillojm\u00eb t\u00eb analizojm\u00eb problemet dhe d\u00ebshtimet, mora p\u00ebrgjigjen se ekipi \u00ebsht\u00eb ende i ri dhe nuk duhet ta traumatizojm\u00eb me kujtime t\u00eb pak\u00ebndshme. Sipas menaxherit, ky qasje motivuese ka funksionuar shk\u00eblqyer n\u00eb projektet e tij t\u00eb m\u00ebparshme, \u00ebsht\u00eb nj\u00eb metodologji fleksibile dhe deri tani nuk e ka d\u00ebshtuar. Por n\u00eb projektin tjet\u00ebr m\u00eb t\u00eb madh, me k\u00ebt\u00eb qasje, e gjith\u00eb struktura u shkat\u00ebrrua si nj\u00eb kart\u00eb e sht\u00ebpis\u00eb. Ekipi, duke jetuar n\u00eb euforin\u00eb e iluzioneve t\u00eb veta, nuk vuri re problemet e dukshme n\u00eb produktin q\u00eb po zhvillohej dhe proceset e krijimit t\u00eb tij deri sa erdhi koha p\u00ebr t\u00eb kaluar rezultatin e grumbulluar te klienti, dhe ky i fundit t\u00eb paguaj\u00eb p\u00ebr gjith\u00eb k\u00ebt\u00eb katastrof\u00eb.<\/p>\n

Kjo histori tregon se ju mund t\u00eb bini leht\u00ebsisht n\u00eb nj\u00eb kurth 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 dyshimet tuaja, i cili \u00ebsht\u00eb larg nga nj\u00eb skem\u00eb q\u00eb funksionon realisht. P\u00ebrvoja e par\u00eb e suksesshme shkakton euforin\u00eb e suksesit, duke e shtyr\u00eb ndjenj\u00ebn e kujdesit n\u00eb qoshet m\u00eb t\u00eb larg\u00ebta t\u00eb mendjes. Por rasti tjet\u00ebr realisht i komplikuar e vendos gjith\u00e7ka n\u00eb vendin e tij. Shpesh problemet shfaqen jo menj\u00ebher\u00eb, por mbeten pas shpine, duke krijuar nj\u00eb kurth dhe duke t\u00eb fjetur kujdesin me p\u00ebrshtypjet mashtruese nga p\u00ebrvoja e kaluar kalimtare. Kur mblidhet nj\u00eb mas\u00eb kritike gabimesh pas shpine, e gjith\u00eb nd\u00ebrtesa fillon t\u00eb shembet.<\/p>\n

\u00cbsht\u00eb e nevojshme t\u00eb keni kujdes ndaj metodologjive t\u00eb reja, t\u00eb paverifikuara nga ju, edhe n\u00ebse ato jan\u00eb t\u00eb mbushura me shum\u00eb lavd\u00ebra dhe nderime. Sidomos n\u00ebse udh\u00ebzimet p\u00ebr p\u00ebrdorimin e tyre kan\u00eb karakter deklarativ, ekziston nj\u00eb shkall\u00eb e lart\u00eb e mund\u00ebsis\u00eb q\u00eb ju t\u00eb kapni vet\u00ebm ritualin nga sip\u00ebrfaqeja, pa kuptuar nuancat e thella, shum\u00eb individuale p\u00ebr raste t\u00eb ndryshme t\u00eb jet\u00ebs.<\/p>\n

9. Rrituni emocionalisht gjat\u00eb ndryshimit t\u00eb rolit profesional<\/h3>\n

<\/p>\n

Un\u00eb nuk jam pesimist. Un\u00eb jam nj\u00eb optimist i ngrir\u00eb, i lodhur, i uritur.
\nOlga Gromyko. (Armiqt\u00eb e besuesh\u00ebm)<\/p><\/blockquote>\n

\nMe kalimin me profesion, shpeshher\u00eb tek specialisti zbehet shk\u00eblqimi i novatorizmit. Jo, nuk do t\u00eb thot\u00eb se ai ka ndaluar s\u00eb qeni novator, por nga ana e rinis\u00eb s\u00eb zjarrt\u00eb, ky novatoriz\u00ebm duket si n\u00eb nj\u00eb film t\u00eb ndaluar: e m\u00ebrzitshme, e pa interes dhe irrituesh\u00ebm e ngadalshme. Koha kalon, konkurrent\u00ebt nuk flejn\u00eb, \u00e7do minut\u00eb ka r\u00ebnd\u00ebsi dhe \u00e7do ngadal\u00ebsim \u00ebsht\u00eb thjesht nj\u00eb neglizhenc\u00eb kriminale.<\/p>\n

Prandaj, kur ndryshoni vendin e pun\u00ebs, fush\u00ebn e veprimit dhe l\u00ebvizje t\u00eb tjera n\u00eb hap\u00ebsira profesionale, nga nj\u00ebra an\u00eb \u00ebsht\u00eb e d\u00ebshirueshme t\u00eb zhvilloni emocionet tuaja, p\u00ebr shembull, p\u00ebrmes trajnimeve motivuese ose literatur\u00ebs speciale, nd\u00ebrsa nga ana tjet\u00ebr - t\u00eb ngarkoni m\u00eb t\u00eb rinjt\u00eb, por me pak p\u00ebrvoj\u00eb, duke u deleguar atyre autoritetin. Le ta b\u00ebjn\u00eb ata vet\u00eb mrekullin\u00eb q\u00eb presin prej jush. M\u00ebsoni ata t\u00eb b\u00ebjn\u00eb mrekulli dhe angazhojini me k\u00ebt\u00eb proces!<\/p>\n

10. Mos e proektoni 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 e ekzagjeruar p\u00ebr ju.
\nCharles de Montesquieu<\/p><\/blockquote>\n

\nKemi shqyrtuar n\u00eb pjes\u00ebn e par\u00eb t\u00eb artikullit se vler\u00ebsimi i pun\u00ebs s\u00eb menaxher\u00ebve nga perspektiva e ekzekutuesve, q\u00eb nuk jan\u00eb t\u00eb njohur me artin e menaxhimit, nuk \u00ebsht\u00eb korrekt. Ata kan\u00eb nj\u00eb grup t\u00eb ndrysh\u00ebm treguesish p\u00ebr vler\u00ebsimin e efikasitetit. Kjo \u00ebsht\u00eb e lidhur me faktin se k\u00ebrkesat p\u00ebr procesin e prodhimit t\u00eb produktit dhe organizimin e prodhimit t\u00eb k\u00ebtij produkti jan\u00eb dy funksione krejt\u00ebsisht t\u00eb ndryshme, q\u00eb k\u00ebrkojn\u00eb p\u00ebr realizimin e tyre efikas 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 etik\u00ebn, \u00ebsht\u00eb \"d\u00ebshtimi n\u00eb realizimin e projekteve\", p\u00ebr t\u00eb cilat ai mban p\u00ebrgjegj\u00ebsi t\u00eb drejtp\u00ebrdrejt\u00eb. Ky \u00ebsht\u00eb treguesi i tij. Sigurisht q\u00eb ai do t\u00eb ket\u00eb nj\u00eb milion arsye, objektivisht q\u00eb e penguan at\u00eb t\u00eb b\u00ebj\u00eb gjith\u00e7ka \"si\u00e7 duhet\", por kjo, si\u00e7 thuhet, nuk \u00ebsht\u00eb m\u00eb problem i juaji.
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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