{"id":37793,"date":"2019-10-31T22:19:48","date_gmt":"2019-10-31T19:19:48","guid":{"rendered":"https:\/\/prohoster.info\/blog\/1000-i-1-fidbek\/"},"modified":"2019-10-31T22:19:48","modified_gmt":"2019-10-31T19:19:48","slug":"1000-i-1-fidbek","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/1000-i-1-fidbek","title":{"rendered":"1000 dhe 1 feedback","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

P\u00ebrsh\u00ebndetje! Quhem Evgenia Goljeva, kam folur n\u00eb TeamLeadConf me nj\u00eb prezantim rreth feedback-ut dhe d\u00ebshiroj t\u00eb ndaj me ju nj\u00eb transkript t\u00eb tij t\u00eb lir\u00eb. Munda, n\u00ebn petkun e nj\u00eb projekti krejt ndryshe, t'u m\u00ebsoj inxhinier\u00ebve t\u00eb japin feedback shum\u00eb m\u00eb mir\u00eb se sa e b\u00ebnin m\u00eb par\u00eb. P\u00ebr k\u00ebt\u00eb, duhej jo vet\u00ebm t\u00eb shpjegoja gjat\u00eb dhe me kujdes \"pse dhe si\", por edhe t\u00eb organizoja shum\u00eb qasje n\u00eb termin, n\u00ebn v\u00ebzhgim t\u00eb kujdessh\u00ebm dhe me mb\u00ebshtetje t\u00eb but\u00eb. Rruga nuk ishte e leht\u00eb, e mbushur me pengesa dhe prapaskena, dhe shpresoj se disa mendime dhe metoda t\u00eb pashpjeguara do t'u sh\u00ebrbejn\u00eb atyre q\u00eb d\u00ebshirojn\u00eb t\u00eb nxisin nj\u00eb kultur\u00eb t\u00eb sh\u00ebndosh\u00eb feedback-u n\u00eb ekipin e tyre.<\/p>\n

\"1000
\n<\/a><\/noindex>
\nSot po flas si nj\u00eb person q\u00eb merret me trajnimin e t\u00eb rriturve p\u00ebr m\u00eb shum\u00eb se 10 vjet. Dhihem shum\u00eb mir\u00eb se feedback-u \u00ebsht\u00eb mjeti kryesor p\u00ebr m\u00ebsim dhe motivim. Pse \u00ebsht\u00eb i nevojsh\u00ebm, \u00e7far\u00eb llojesh ka, dhe si munda t\u00eb m\u00ebsoj punonj\u00ebsit t\u00eb japin feedback n\u00eb m\u00ebnyr\u00eb t\u00eb duhur \u2014 kjo \u00ebsht\u00eb tema e prezantimit tim sot.<\/p>\n

N\u00eb kompanin\u00eb ton\u00eb punojn\u00eb 4.5 mij\u00eb punonj\u00ebs t\u00eb rregullt, p\u00ebrfshir\u00eb 300 specialist\u00eb t\u00eb IT. Pse na duhen kaq shum\u00eb?<\/a><\/noindex> P\u00ebrgjigjia \u00ebsht\u00eb e thjesht\u00eb: n\u00eb Lamoda pothuajse e gjith\u00eb zhvillimi \u00ebsht\u00eb i brendsh\u00ebm<\/a><\/noindex>. Ne automatizohen proceset e nj\u00eb magazinash t\u00eb m\u00ebdha, shp\u00ebrndarjes n\u00eb 600 qytete t\u00eb Rusis\u00eb, tre qendrave t\u00eb thirrjeve dhe nj\u00eb studioje fotografike ton\u00eb \u2014 t\u00eb gjitha ato funksionojn\u00eb n\u00eb sisteme q\u00eb i zhvillojm\u00eb p\u00ebr veten ton\u00eb, p\u00ebr shkak se n\u00eb treg nuk gjet\u00ebm zgjidhje t\u00eb p\u00ebrshtatshme. <\/p>\n

Dhe, sigurisht, shpesh lind problemi klasik \u2014 shum\u00eb nga k\u00ebta profesionist\u00eb ose nuk ofrojn\u00eb fare feedback p\u00ebr koleg\u00ebt e tyre, ose e japin at\u00eb jo n\u00eb m\u00ebnyr\u00ebn q\u00eb ne do t\u00eb d\u00ebshironim. M\u00eb posht\u00eb do t\u00eb p\u00ebrpiqem t\u00eb tregoj p\u00ebrse ndodh k\u00ebshtu, \u00e7far\u00eb d\u00ebmton dhe si mund t\u00eb rregullohet.<\/p>\n

Motivimi i inxhinier\u00ebve<\/h1>\n

\nFillimisht dua t\u00eb them disa fjal\u00eb mbi shkakun pse i kushtoj kaq shum\u00eb v\u00ebmendje aft\u00ebsive t\u00eb feedback-ut tek punonj\u00ebsit tan\u00eb. \u00c7far\u00eb i motivon inxhinier\u00ebt n\u00eb pun\u00ebn e tyre? P\u00ebr djemt\u00eb tan\u00eb n\u00eb Lamoda, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb krijojn\u00eb gj\u00ebra t\u00eb shk\u00eblqyera, t\u00eb marrin vendime vet\u00eb dhe p\u00ebrfundimisht t\u00eb marrin njohjen nga koleg\u00ebt. K\u00ebshtu e p\u00ebrshkruan ndonj\u00ebher\u00eb motivimin e punonj\u00ebsve n\u00eb pun\u00eb mendore n\u00eb librin e tij raportin<\/a><\/noindex> Dan Pink, k\u00ebshilltar i njohur biznesi dhe autor i librave mbi qasjen moderne ndaj motivimit n\u00eb biznes. <\/p>\n

\"1000
\n
\nCil\u00ebsia e feedback-ut nga koleg\u00ebt n\u00eb mas\u00eb t\u00eb madhe p\u00ebrcakton nj\u00eb p\u00ebrb\u00ebr\u00ebs t\u00eb tret\u00eb t\u00eb motivimit t\u00eb inxhinierit \u2014 marrjen e njohjes.<\/p>\n

Por, t\u00eb jemi t\u00eb sinqert\u00eb, si e jep zakonisht feedback-un nj\u00eb person pa ndonj\u00eb p\u00ebrgatitje t\u00eb posa\u00e7me? Ai shpesh kritikon, rrall\u00eb lavd\u00ebron dhe gjykon pa u njohur thell\u00ebsisht. Duket se ky lloj feedback-u nuk \u00ebsht\u00eb shum\u00eb motivues p\u00ebr t\u00eb tjer\u00ebt dhe, p\u00ebr m\u00eb tep\u00ebr, shpesh \u00e7on n\u00eb konflikte. <\/p>\n

Duke marr\u00eb vazhdimisht nj\u00eb feedback t\u00eb till\u00eb nga lideri i ekipit, inxhinieri reagon parashikuesh\u00ebm: n\u00ebse nuk ka feedback pozitiv \u2014 vendos se nuk vler\u00ebsohet. N\u00ebse nuk ka feedback zhvillues \u2014 ndjen se nuk ka ku t\u00eb rritet.<\/p>\n

Dhe \u00e7far\u00eb b\u00ebn ai n\u00eb k\u00ebt\u00eb situat\u00eb? Thot\u00eb: \"Shkova!\". <\/p>\n

\"1000
\n
\nPasojat jan\u00eb t\u00eb qarta: derisa ne k\u00ebrkojm\u00eb nj\u00eb z\u00ebvend\u00ebsim p\u00ebr inxhinierin, projektet digjen, ngarkesa mbi t\u00eb tjer\u00ebt rritet, dhe kompania shpenzon shum\u00eb para p\u00ebr t\u00eb gjetur nj\u00eb an\u00ebtar t\u00eb ri t\u00eb ekipit.<\/p>\n

P\u00ebrfundimi \u00ebsht\u00eb: \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme se \u00e7far\u00eb feedback-u marrin inxhinier\u00ebt tan\u00eb. Pra, atyre q\u00eb japin k\u00ebto feedback-e (n\u00eb shumic\u00ebn e rasteve flasim p\u00ebr lider\u00ebt e ekipeve), ju nevojitet t\u00eb dini si ta b\u00ebni k\u00ebt\u00eb si\u00e7 duhet. Pse ndodh q\u00eb shpesh lider\u00ebt e ekipeve nuk din\u00eb t\u00eb japin feedback si\u00e7 duhet?<\/p>\n

Si b\u00ebhet nj\u00eb lider ekipi?<\/h1>\n

\n\u00cbsht\u00eb e mir\u00eb kur nj\u00eb kompani rrit q\u00ebllimisht lider\u00eb ekip\u00ebsh, duke u ofruar atyre mund\u00ebsin\u00eb p\u00ebr t\u00eb fituar t\u00eb gjitha aft\u00ebsit\u00eb e nevojshme p\u00ebr t\u00eb menaxhuar nj\u00eb ekip para se t\u00eb zen\u00eb nj\u00eb pozit\u00eb drejtuese. Por ndonj\u00ebher\u00eb ndodh q\u00eb zgjidhet ai q\u00eb shkruan kodin m\u00eb t\u00eb mir\u00eb dhe e njeh sistemin, dhe i jepej atij sistemi dhe ekipit. <\/p>\n

N\u00eb fund mund t\u00eb humbas\u00ebsh nj\u00eb inxhinier t\u00eb shk\u00eblqyer dhe t\u00eb marr\u00ebsh nj\u00eb lider ekipi t\u00eb demotivuar, q\u00eb nuk arrin t\u00eb p\u00ebrmbush\u00eb detyrat e tij. <\/p>\n

K\u00ebto e shmangim vet\u00ebm n\u00eb nj\u00eb m\u00ebnyr\u00eb \u2014 duke m\u00ebsuar q\u00ebllimisht lider\u00ebt potencial\u00eb (dhe ata ekzistues) se si t\u00eb punojn\u00eb me ekipin. Por edhe k\u00ebtu rezulton se \u00e7do gj\u00eb nuk \u00ebsht\u00eb aq e thjesht\u00eb.<\/p>\n

Si p\u00ebrgatiten lider\u00ebt ekipi p\u00ebr t\u00eb punuar me njer\u00ebzit?<\/h1>\n

\nZgjidhja standarde p\u00ebr trajnimin e lider\u00ebve t\u00eb grupeve \u00ebsht\u00eb trajnimi, q\u00eb \u00ebsht\u00eb zakonisht nj\u00eb her\u00eb. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb kuptohet se aft\u00ebsia p\u00ebr t\u00eb dh\u00ebn\u00eb feedback t\u00eb sakt\u00eb \u00ebsht\u00eb nj\u00eb aft\u00ebsi q\u00eb mund t\u00eb zhvillohet vet\u00ebm n\u00eb praktik\u00eb. Fatkeq\u00ebsisht, nj\u00eb trajnim nuk \u00ebsht\u00eb i mjaftuesh\u00ebm p\u00ebr t\u00eb zhvilluar k\u00ebt\u00eb aft\u00ebsi; personi do t\u00eb marr\u00eb, n\u00eb m\u00eb t\u00eb mir\u00ebn e rastit, njohuri teorike dhe do t'i duhet t\u00eb m\u00ebsoj\u00eb si t'i aplikoj\u00eb ato vet\u00eb, n\u00eb pun\u00ebn e tij t\u00eb p\u00ebrditshme. Pyetje q\u00eb do t\u00eb lindin gjat\u00eb k\u00ebtij procesi mund t\u00eb b\u00ebhen pas trajnimit, por k\u00ebto ngjarje nuk organizohen gjithmon\u00eb dhe ka shum\u00eb pak njer\u00ebz q\u00eb marrin pjes\u00eb n\u00eb to. <\/p>\n

Kur b\u00ebhet fjal\u00eb p\u00ebr trajnimin e feedback-ut \u2018n\u00eb veprim\u2019 situata \u00ebsht\u00eb edhe m\u00eb e komplikuar, sepse personi duket se po m\u00ebson, por ne nuk mund ta verifikojm\u00eb se si po ia del. Kjo p\u00ebr shkak se, n\u00eb pun\u00ebn reale, lideri i ekipit zakonisht i jep feedback nj\u00eb punonj\u00ebsi n\u00eb privat (one-to-one). Nuk ka asnj\u00eb mund\u00ebsi t\u00eb korrigjoni, t\u00eb jepni k\u00ebshilla, apo t\u00eb jepni feedback mbi feedback-un, sepse kjo ndodh pas dyerve t\u00eb mbyllura. <\/p>\n

Kur po mendja se si ta kap\u00ebrcej k\u00ebt\u00eb komplike, m\u00eb erdhi nj\u00eb ide: pse t\u00eb mos e p\u00ebrfshij trajnimin p\u00ebr feedback n\u00eb nj\u00eb projekt tjet\u00ebr, q\u00eb do t\u00eb funksiononte n\u00eb formatin e nj\u00eb klubi?<\/p>\n

P\u00ebrse formati i klubit \u00ebsht\u00eb m\u00eb i p\u00ebrshtatsh\u00ebm p\u00ebr m\u00ebsimin e feedback-ut?<\/h1>\n

\n1. Vizita n\u00eb klub \u00ebsht\u00eb me vullnet \u2014 do t\u00eb thot\u00eb q\u00eb ata q\u00eb vijn\u00eb, n\u00eb t\u00eb v\u00ebrtet\u00eb kan\u00eb motivim p\u00ebr t\u00eb m\u00ebsuar.<\/p>\n

2. Klubi, ndryshe nga trajnimi, nuk \u00ebsht\u00eb nj\u00eb ngjarje nj\u00ebher\u00ebshe. Njer\u00ebzit vizitojn\u00eb klubin rregullisht dhe p\u00ebr nj\u00eb periudh\u00eb t\u00eb gjat\u00eb, k\u00ebshtu q\u00eb ata mund t\u00eb fitojn\u00eb jo vet\u00ebm njohuri teorike, por gjithashtu t\u00eb m\u00ebsojn\u00eb si t'i aplikojn\u00eb ato. <\/p>\n

3. N\u00eb formatin e klubit mund t\u00eb kontrollojm\u00eb procesin e m\u00ebsimit. Nj\u00eb person jep dikujt feedback jo vet\u00ebm n\u00eb nj\u00eb bised\u00eb nj\u00eb p\u00ebr nj\u00eb, por n\u00eb nj\u00eb situat\u00eb loj\u00eb q\u00eb e v\u00ebzhgojn\u00eb pjes\u00ebmarr\u00ebsit e tjer\u00eb t\u00eb klubit. Prandaj mund t'i japim atij feedback mbi feedback-un dhe ndihmojm\u00eb p\u00ebr t\u00eb p\u00ebrmir\u00ebsuar aft\u00ebsin\u00eb e tij. <\/p>\n

\"1000
\n<\/p>\n

Klubi i Fol\u00ebsve. M\u00ebsojm\u00eb t\u00eb flasim n\u00eb publik dhe t\u00eb japim feedback<\/h1>\n

\nSi e realizuam konkretisht m\u00ebsimin e aft\u00ebsive t\u00eb feedback-ut n\u00eb Lamoda? Feedback-u jepet gjithmon\u00eb p\u00ebr di\u00e7ka, \u00ebsht\u00eb e nevojshme nj\u00eb pun\u00eb e b\u00ebr\u00eb, mbi t\u00eb cil\u00ebn mund t\u00eb jepet feedback. Prandaj, m\u00ebsimi i feedback-ut mund t\u00eb kombinohet me aktivitete t\u00eb tjera. <\/p>\n

N\u00eb at\u00eb moment, si DevRel, isha duke punuar p\u00ebr detyr\u00ebn time kryesore: m\u00eb duhej q\u00eb ekspert\u00ebt tan\u00eb t\u00eb fillonin rregullisht t\u00eb b\u00ebnin prezantime n\u00eb konferenca t\u00eb njohura IT. Shum\u00eb profesionist\u00eb e kuptuan se p\u00ebr k\u00ebt\u00eb duhej t\u00eb zhvillonin aft\u00ebsit\u00eb e tyre t\u00eb folurit n\u00eb publik. Dhe, p\u00ebr shum\u00eb arsye, me ndihm\u00ebn e koleg\u00ebve, organizova n\u00eb kompani klubin e fol\u00ebsve (Lamoda Speakers Club).<\/p>\n

Por n\u00eb kuad\u00ebr t\u00eb klubit t\u00eb fol\u00ebsve, ne punuam gjithashtu mbi aft\u00ebsit\u00eb e ofrimit t\u00eb feedback-ut. I m\u00ebsova njer\u00ebzit si t\u00eb jepnin feedback nj\u00ebri-tjetrit n\u00eb m\u00ebnyr\u00eb q\u00eb t\u2019u ishte e dobishme. Dhe ndihmoja t\u00eb shihnin nga p\u00ebrvoja personale pse marrja e feedback-ut t\u00eb duhur \u00ebsht\u00eb kaq e r\u00ebnd\u00ebsishme.<\/p>\n

\u00c7far\u00eb \u00ebsht\u00eb Klubi i Fol\u00ebsve t\u00eb Lamoda?<\/h1>\n

\"1000
\n
\nQ\u00ebllimet kryesore t\u00eb klubit:
\n1. T\u00eb flas\u00ebsh n\u00eb m\u00ebnyr\u00eb t\u00eb sigurt
\n2. T\u00eb b\u00ebsh gabime
\n3. T\u00eb eksperimentosh<\/p>\n

Si \u00ebsht\u00eb organizuar. \u00c7do pjes\u00ebmarr\u00ebs p\u00ebrgatit nj\u00eb prezantim t\u00eb shkurt\u00ebr mbi ndonj\u00eb tem\u00eb (5 minuta prezantimi dhe 5 t\u00eb tjera p\u00ebr pyetje). Pas v\u00ebnies n\u00eb sken\u00eb, d\u00ebgjuesit i japin atij feedback. Takimet e klubit mbahen \u00e7do dy jav\u00eb, me jo m\u00eb shum\u00eb se 6 fol\u00ebs n\u00eb \u00e7do takim (nj\u00eb or\u00eb p\u00ebr prezantimet dhe nj\u00eb or\u00eb p\u00ebr feedback). Pjes\u00ebmarrja \u00ebsht\u00eb vullnetar\u00eb.<\/p>\n

Feedback-i i duhur: \u00e7far\u00eb \u00ebsht\u00eb ai dhe si ta \"shesim\" at\u00eb t\u00eb tjer\u00ebve?<\/h1>\n

\nSi\u00e7 e theksova n\u00eb fillim t\u00eb raportit, fillimisht shumica e njer\u00ebzve e p\u00ebrdorin feedback-un n\u00eb m\u00ebnyr\u00ebn m\u00eb t\u00eb keqe \u2014 duke e b\u00ebr\u00eb k\u00ebt\u00eb mjet t\u00eb fuqish\u00ebm t\u00eb motivimit n\u00eb di\u00e7ka tep\u00ebr t\u00eb pak\u00ebndshme p\u00ebr at\u00eb q\u00eb jep dhe p\u00ebr at\u00eb q\u00eb e merr. Kjo ndodh p\u00ebr shkak t\u00eb njohurive t\u00eb pamjaftueshme p\u00ebr m\u00ebnyr\u00ebn se si funksionon motivimi, se \u00e7far\u00eb e ndihmon ata t\u00eb fillojn\u00eb t\u00eb b\u00ebjn\u00eb pun\u00ebn e tyre m\u00eb mir\u00eb. <\/p>\n

Prandaj, detyra ime kryesore ishte jo vet\u00ebm t\u00eb tregoj koleg\u00ebve t\u00eb mi se \u00e7far\u00eb \u00ebsht\u00eb feedback-u i duhur, por edhe ta \u2018shes\u2019 k\u00ebt\u00eb ide, q\u00eb ata t\u00eb bindeshin se ky m\u00ebnyr\u00eb e pazakont\u00eb p\u00ebr t\u00eb dh\u00ebn\u00eb feedback, v\u00ebrtet funksionon m\u00eb mir\u00eb se ai q\u00eb ata jan\u00eb m\u00ebsuar. <\/p>\n

Pra, \u00e7far\u00eb \u00ebsht\u00eb feedback-u i duhur? \u00c7far\u00eb ideje \u2018po shesim\u2019? <\/p>\n

Le t\u00eb shqyrtojm\u00eb, \u00e7far\u00eb lloj feedback-u ekziston<\/b>.<\/p>\n

1. Pozitiv dhe negativ<\/b>
\nFeedback-u pozitiv \u00ebsht\u00eb p\u00ebrgjigje ndaj pyetjes \u2018\u00c7far\u00eb ishte mir\u00eb?\u2019. Feedback-u negativ \u00ebsht\u00eb p\u00ebrgjigje ndaj pyetjes \u2018\u00c7far\u00eb ishte keq?\u2019 <\/p>\n

K\u00ebtu m\u00eb duhej t\u00eb shpjegoja djemve se p\u00ebr motivimin, feedback-u pozitiv \u00ebsht\u00eb plot\u00ebsisht i nevojsh\u00ebm, nd\u00ebrsa negativi nuk funksionon. N\u00eb vend t\u00eb tij, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb jepet feedback zhvillues<\/b>, i cili p\u00ebrgjigjet pyetjes: \u00ab\u00c7far\u00eb mund t\u00eb p\u00ebrmir\u00ebsohet?\u00bb. <\/p>\n

2. T\u00eb dobishme ose, p\u00ebrkundrazi, jo-konstruktive<\/b>
\nCili feedback mund t\u00eb quhet i dobish\u00ebm?
\nKjo konstruktive<\/b> dhe arsyet<\/b> v\u00ebrejtje q\u00eb p\u00ebrgjigjen pyetjes: \u00ab\u00c7far\u00eb t\u00eb b\u00ebjm\u00eb?\u00bb, dhe jo \u00ab\u00c7far\u00eb ishte keq?\u00bb.<\/p>\n

P\u00ebr t\u00eb dh\u00ebn\u00eb feedback konstruktiv, ne m\u00ebsuam t\u00eb ndajm\u00eb vler\u00ebsimet dhe ndjenjat tona personale nga faktet. T\u00eb gjith\u00eb jemi njer\u00ebz, prandaj ndjenjat gjithashtu jan\u00eb t\u00eb pranishme edhe n\u00eb histori teknike. <\/p>\n

3. T\u00eb munguar <\/b>
\nPo, kjo \u00ebsht\u00eb gjithashtu nj\u00eb lloj feedback-u, dhe r\u00ebnd\u00ebsia e tij \u00ebsht\u00eb kuptuar shum\u00eb mir\u00eb nga pjes\u00ebmarr\u00ebsit, ve\u00e7an\u00ebrisht n\u00eb prezantime publike. Imagjinoni: nj\u00eb person kaloi gjysm\u00eb ore p\u00ebrgatitjeje, doli n\u00eb sken\u00eb, dha nj\u00eb prezantim \u2014 dhe nuk mori asnj\u00eb p\u00ebrgjigje. As pyetje, as komente, as kund\u00ebrshtime. N\u00eb at\u00eb moment, ai thjesht e kupton se kur nuk ka feedback \u2014 \u00ebsht\u00eb e dhimbshme. \u00cbsht\u00eb tmerr\u00ebsisht e keqe. Ndoshta, kjo ishte gjetja ime m\u00eb e r\u00ebnd\u00ebsishme e par\u00eb: n\u00eb Speakers Club, t\u00eb transmetosh nevoj\u00ebn p\u00ebr feedback ishte shum\u00eb m\u00eb e leht\u00eb sesa t\u00eb shpjegoje dhjet\u00eb her\u00eb me fjal\u00eb. <\/p>\n

Nj\u00eb njeri q\u00eb nuk merr asnj\u00eb feedback, p\u00ebr \u00e7far\u00ebdo arsye mendon menj\u00ebher\u00eb se ka b\u00ebr\u00eb di\u00e7ka keq. Jan\u00eb t\u00eb pak\u00ebt ata q\u00eb mendojn\u00eb se jan\u00eb gjithsesi t\u00eb mir\u00eb, edhe kur n\u00eb sall\u00eb \u00ebsht\u00eb qet\u00ebsi varri. Prandaj, nuk duhet lejuar mungesa e feedback-ut kur d\u00ebshirojm\u00eb t\u00eb motivojm\u00eb punonj\u00ebsit tan\u00eb \u2014 dhe an\u00ebtar\u00ebt e klubit e kuptojn\u00eb mir\u00eb k\u00ebt\u00eb p\u00ebrvoj\u00eb personale.<\/p>\n

\"1000<\/p>\n

Pra, feedback-u \u00ebsht\u00eb patjet\u00ebr duhet t\u00eb jet\u00eb<\/b>, ai duhet t\u00eb p\u00ebrfshij\u00eb elemente pozitive<\/b> dhe n\u00eb zhvillim<\/b> dhe duhet t\u00eb jet\u00eb i dobish\u00ebm, dometh\u00ebn\u00eb konstruktiv<\/b><\/i>. \n<\/p><\/blockquote>\n

\"1000
\n
\nSigurisht, kjo ide p\u00ebr feedback-un \u00ebsht\u00eb shum\u00eb ndryshe nga ajo q\u00eb shum\u00eb njer\u00ebz jan\u00eb m\u00ebsuar \u2014 n\u00ebse gjith\u00e7ka shkon mir\u00eb, nuk ka nevoj\u00eb t\u00eb thuhet asgj\u00eb, dhe n\u00ebse di\u00e7ka shkon keq \u2014 at\u00ebher\u00eb duhet t\u00eb kritikojm\u00eb, pa u shqet\u00ebsuar p\u00ebr sugjerime konstruktive. Prandaj, kam hasur n\u00eb rezistenc\u00eb nga disa koleg\u00eb, dhe m\u00eb \u00ebsht\u00eb dashur t\u00eb 'shes' iden\u00eb e feedback-ut t\u00eb duhur \u2014 do t\u00eb thot\u00eb t\u00eb tregoj n\u00eb praktik\u00eb se funksionon shum\u00eb m\u00eb mir\u00eb. <\/p>\n

M\u00eb tej do t\u00eb flas p\u00ebr dyshimet kryesore q\u00eb kan\u00eb lindur te an\u00ebtar\u00ebt e klubit dhe se si kam punuar me to.<\/p>\n

Problemi: frika p\u00ebr t\u00eb ofenduar<\/b>
\nE paraja me t\u00eb cil\u00ebn u ndesha. Nj njer\u00ebzit kan\u00eb frik\u00eb t\u00eb japin komente pozitive ose negative. Mendimi se feedback-u nuk \u00ebsht\u00eb di\u00e7ka q\u00eb godet, por q\u00eb zhvillon, nuk \u00ebsht\u00eb shum\u00eb i zakonsh\u00ebm n\u00eb kultur\u00ebn ton\u00eb. Prandaj, si t\u00eb jap\u00ebsh, ashtu edhe t\u00eb pranosh feedback, \u00ebsht\u00eb thjesht e frikshme p\u00ebr shumic\u00ebn e njer\u00ebzve.
\nZgjidhja: shembulli personal dhe koha p\u00ebr t'u m\u00ebsuar<\/b><\/p>\n

Problemi: agresiviteti i tepruar<\/b>
\nShpesh, kur nj\u00eb person jep feedback, krijohet p\u00ebrshtypja se ai po p\u00ebrpiqet t\u00eb afirmohet p\u00ebr llogari t\u00eb dikujt tjet\u00ebr. Duket k\u00ebshtu: \"Tani do t\u00eb t\u00eb tregoj se si nuk duhet b\u00ebr\u00eb!\" Dhe q\u00ebndron i bukur, sikur \u00ebsht\u00eb m\u00eb i zgjuar. Pastaj \u00e7uditet pse nuk e d\u00ebgjojn\u00eb dhe refuzojn\u00eb t\u00eb pranojn\u00eb idet\u00eb e tij. Kur jam p\u00ebrballur me njer\u00ebz t\u00eb till\u00eb, brenda vetes \u00ebsht\u00eb e r\u00ebnd\u00ebsishme p\u00ebr mua t\u00eb kuptoj se personi \u00ebsht\u00eb n\u00eb t\u00eb v\u00ebrtet\u00eb i mir\u00eb dhe se nuk d\u00ebshiron q\u00eb t\u00eb gjith\u00eb t\u00eb keqtrajtojn\u00eb, por thjesht \u00ebsht\u00eb p\u00ebr t\u00eb v\u00ebrtet\u00ebn. Problemi i tij \u00ebsht\u00eb se thjesht nuk di ende se si t'i komunikoj\u00eb mendimet e tij n\u00eb m\u00ebnyr\u00eb t\u00eb duhur. Detyra ime \u00ebsht\u00eb ta m\u00ebsoj at\u00eb.
\nZgjidhja: principi \"t\u00eb gjith\u00eb n\u00eb t\u00eb nj\u00ebjt\u00ebn nivel\" dhe rregulli \"n\u00ebse nuk ke folur, nuk je duke dh\u00ebn\u00eb feedback\"<\/b>
\nI reminded the participants that everyone came to the club to learn about a topic that no one knows (public speaking). Therefore, anyone can make mistakes, and everyone\u2019s opinion is equally important. We use feedback in the club not to determine who is better, but to share experiences and find solutions to problems together. It is not necessary to tell others that they are not doing well.<\/p>\n

As a result, we came up with another rule: if you haven\u2019t presented, you don\u2019t give feedback. Only when a person has been in the shoes of a presenter can they understand what it\u2019s like. Their feedback will sound different, much more constructive and useful.<\/p>\n

Problem: unwillingness to provide positive feedback<\/b>
\nSome people think that positive feedback is unnecessary at all. A team leader from one of the teams came to me with this mindset: \"I want to present, but I don\u2019t want to give feedback to others.\"<\/p>\n

\"1000
\n
\nSolution: demonstration of the effectiveness of positive feedback<\/b>
\nT\u00eb vler\u00ebsosh objektivisht (dometh\u00ebn\u00eb t\u00eb flas\u00ebsh jo vet\u00ebm p\u00ebr mang\u00ebsit\u00eb, por edhe p\u00ebr pikat e forta) \u00ebsht\u00eb e r\u00ebnd\u00ebsishme; pa k\u00ebt\u00eb, feedback-u nuk funksionon si nj\u00eb mjet motivimi. <\/p>\n

M\u00eb p\u00eblqen t\u00eb sjell historin\u00eb e nj\u00eb njeriu, i cili nj\u00ebher\u00eb ishte ekip lider dhe m\u00eb pas u b\u00eb CTO. Kur ai b\u00ebnte rishikimin e kodit, linte shum\u00eb komente p\u00ebr gj\u00ebrat q\u00eb duheshin p\u00ebrmir\u00ebsuar, dhe njer\u00ebzit ndiheshin t\u00eb p\u00ebrjashtuar. At\u00ebher\u00eb ai lexoi nj\u00eb artikull mbi fuqin\u00eb e feedback-ut pozitiv, ku sugjerohej t\u00eb thuhej njer\u00ebzve se \u00e7far\u00eb kishin b\u00ebr\u00eb mir\u00eb n\u00eb pun\u00ebn e tyre. At\u00ebher\u00eb ai filloi t\u00eb shtonte n\u00eb \u00e7do rishikim kodes nj\u00eb ose dy komente pozitive. Si rezultat, komentet e tij prisnin me nj\u00eb kuriozitet t\u00eb sh\u00ebndetsh\u00ebm, pasi njer\u00ebzit ndiheshin se puna e tyre ishte par\u00eb dhe vler\u00ebsuar drejt. <\/p>\n

\"1000
\n
\nProblemi: mosdashja p\u00ebr t\u00eb marr\u00eb feedback pozitiv<\/b>
\nKa ndodh q\u00eb njeriu q\u00eb merr p\u00ebrpjekje nuk d\u00ebshiron t\u00eb d\u00ebgjoj\u00eb p\u00ebr pikat e tij t\u00eb forta, duke e konsideruar k\u00ebt\u00eb nj\u00eb humbje kohe. Kjo vjen p\u00ebr shkak t\u00eb kultur\u00ebs s\u00eb n\u00ebn\u00e7mimit q\u00eb ekziston n\u00eb hap\u00ebsir\u00ebn post-sovjetike. Kur na thon\u00eb se b\u00ebm\u00eb di\u00e7ka mir\u00eb, fatkeq\u00ebsisht, ne kalojm\u00eb p\u00ebrpara pa v\u00ebn\u00eb re. Por sapo na tregohet nj\u00eb dob\u00ebsi, ne e shikojm\u00eb at\u00eb me nj\u00eb lente t\u00eb madhe. Pra, ne p\u00ebrqendrohemi vet\u00ebm n\u00eb problemet tona dhe nuk shohim fitoret tona.<\/p>\n

U p\u00ebrpoqa t\u00eb tregoj pjes\u00ebtar\u00ebve t\u00eb klubit n\u00eb praktik\u00eb se si mund t\u00eb aplikojn\u00eb feedback-un pozitiv p\u00ebr t\u00eb kuptuar r\u00ebnd\u00ebsin\u00eb e tij.<\/p>\n

Zgjidhja 1: feedback-u pozitiv ndihmon n\u00eb verifikimin e hipotezave.<\/b><\/p>\n

Me an\u00eb t\u00eb feedback-ut pozitiv mund t\u00eb verifikosh hipoteza. P\u00ebr shembull, gjat\u00eb p\u00ebrgatitjes s\u00eb nj\u00eb referati, mund t\u00eb mendohet se ky fakt bind\u00ebs do t\u00eb pranohet mir\u00eb nga t\u00eb gjith\u00eb. Por m\u00eb pas, nga feedback-u, d\u00ebgjon se, duke p\u00ebrmendur pikat e forta t\u00eb pun\u00ebs t\u00ebnde, askush nuk e p\u00ebrmendi at\u00eb. At\u00ebher\u00eb kupton se kjo nuk \u00ebsht\u00eb argumenti kryesor, dhe p\u00ebrpiqesh q\u00eb her\u00ebn tjet\u00ebr t\u00eb p\u00ebrqendrohesh n\u00eb di\u00e7ka tjet\u00ebr. <\/p>\n

Zgjidhja 2: feedback pozitiv ndihmon n\u00eb kuptimin e vendeve ku duhet t\u00eb vendosen p\u00ebrpjekjet dhe atyre q\u00eb nuk duhen<\/b><\/p>\n

Nj\u00eb shembull nga puna e klubit ton\u00eb. Nj\u00eb udh\u00ebheq\u00ebs i departamentit kishte nj\u00eb z\u00eb shum\u00eb t\u00eb qet\u00eb, ishte e v\u00ebshtir\u00eb p\u00ebr t\u00eb folur me z\u00eb t\u00eb lart\u00eb. Ai punoi p\u00ebr k\u00ebt\u00eb p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, dhe tani m\u00eb n\u00eb fund ia doli. Ai arriti t\u00eb flas\u00eb p\u00ebr t\u00eb gjith\u00eb sall\u00ebn pa mikrofon. Gjat\u00eb tre takimeve t\u00eb klubit, i kan\u00eb th\u00ebn\u00eb se volumi ishte i mjaftuesh\u00ebm, e d\u00ebgjojn\u00eb kudo. N\u00eb k\u00ebt\u00eb moment, mund t\u00eb ndalet dhe t\u00eb kaloj\u00eb n\u00eb zhvillimin e aft\u00ebsis\u00eb tjet\u00ebr, duke e mbajtur n\u00eb mend forcat e tij. <\/p>\n

Zgjidhja 3: feedback pozitiv ndihmon n\u00eb p\u00ebrmir\u00ebsimin e mjesht\u00ebrive<\/b><\/p>\n

Jan\u00eb dy qasje p\u00ebr zhvillim:<\/p>\n

    \n
  1. Plot\u00ebsimi i hendek\u00ebve. Kur nj\u00eb person identifikon dob\u00ebsit\u00eb e tij dhe p\u00ebrpiqet t'i p\u00ebrmir\u00ebsoj\u00eb ato. <\/li>\n
  2. P\u00ebrkundrazi, p\u00ebrmir\u00ebsimi i aft\u00ebsive t\u00eb forta. Edhe n\u00ebse ka disa dob\u00ebsi, forcat jan\u00eb aq t\u00eb mira sa do t\u00eb kompensojn\u00eb t\u00eb gjitha dob\u00ebsit\u00eb.<\/li>\n<\/ol>\n

    \nSupozoni se tashm\u00eb e di se nuk arrin t\u00eb planifikosh mir\u00eb paraqitjen t\u00ebnde publike, por je shum\u00eb i mir\u00eb n\u00eb improvizim gjat\u00eb interaktiveve me njer\u00ebzit. Mir\u00eb, mos e planifiko me tepric\u00eb paraqitjen t\u00ebnde, mos u mundo. P\u00ebrgatiti pikat ky\u00e7e dhe pastaj improvizo. Mos b\u00ebj asgj\u00eb q\u00eb do t\u00eb t\u00eb demotivonte \u2014 b\u00ebje at\u00eb q\u00eb e b\u00ebn\u00eb m\u00eb s\u00eb miri. Por p\u00ebr ta b\u00ebr\u00eb at\u00eb q\u00eb e b\u00ebn\u00eb m\u00eb s\u00eb miri, duhet t\u00eb dish p\u00ebr t\u00eb.<\/p>\n

    Problemi: feedback-un objektiv<\/b><\/p>\n

    Nuk do t\u00eb lodhem kurr\u00eb s\u00eb th\u00ebn\u00eb: feedback-u i duhur \u00ebsht\u00eb nj\u00eb mjet shum\u00eb i fuqish\u00ebm q\u00eb na ndihmon t\u00eb b\u00ebjm\u00eb pun\u00ebn ton\u00eb m\u00eb mir\u00eb. Por q\u00eb ai t\u00eb funksionoj\u00eb, duhet t\u00eb jet\u00eb gjithmon\u00eb objektiv, dometh\u00ebn\u00eb t\u00eb p\u00ebrfshij\u00eb p\u00ebrmendje t\u00eb an\u00ebve pozitive t\u00eb pun\u00ebs q\u00eb \u00ebsht\u00eb b\u00ebr\u00eb, si dhe t\u00eb atyre q\u00eb mund (ose duhet) t\u00eb p\u00ebrmir\u00ebsohen. Si\u00e7 e shihni, njer\u00ebzit kishin v\u00ebshtir\u00ebsi t\u00eb jepnin feedback pozitiv, prandaj p\u00ebrgjith\u00ebsisht, feedback-u ishte jo shum\u00eb objektiv. <\/p>\n

    Zgjidhja 1: rregulli \"tre plusa ose hesht\"<\/b><\/p>\n

    P\u00ebr t\u00eb p\u00ebrfituar nga gjith\u00eb fuqia e reagimeve pozitive, ne kemi futur nj\u00eb rregull tjet\u00ebr n\u00eb klub: ai q\u00eb nuk gjen 3 pika pozitive n\u00eb paraqitjen e dikujt dhe nuk mund t\u00eb shpreh\u00eb ato n\u00eb reagimin e tij, duhet t\u00eb hesht\u00eb. Kjo ka motivuar an\u00ebtar\u00ebt t\u00eb gjejn\u00eb avantazhe p\u00ebr t\u00eb pasur mund\u00ebsin\u00eb t\u00eb flasin. K\u00ebshtu, reagimet tona jan\u00eb b\u00ebr\u00eb m\u00eb objektive.<\/p>\n

    Zgjidhja 2: mos u justifikoni <\/b><\/p>\n

    Duhet t\u00eb jeni n\u00eb gjendje t\u00eb pranoni reagimet pozitive. Tek ne, p\u00ebr shkak t\u00eb kultur\u00ebs s\u00eb devalvimit, njer\u00ebzit shpesh fillojn\u00eb t\u00eb justifikohen pasi pun\u00ebn e tyre e vler\u00ebsojn\u00eb. Si\u00e7 thon\u00eb, \"kjo ndodhi rast\u00ebsisht, un\u00eb nuk kam b\u00ebr\u00eb asgj\u00eb\", dhe \u2014 shihni, \u00e7far\u00eb minusesh shoh un\u00eb vet\u00eb n\u00eb pun\u00ebn time.<\/p>\n

    Kjo nuk \u00ebsht\u00eb konstruktive. Ti ke dal\u00eb k\u00ebtu dhe po b\u00ebn at\u00eb q\u00eb b\u00ebn. T\u00eb tjer\u00ebt do t\u00eb t\u00eb thon\u00eb at\u00eb q\u00eb pan\u00eb n\u00eb pun\u00ebn t\u00ebnde. K\u00ebto jan\u00eb plot\u00ebsisht meritat e tua, pranoje ato. N\u00ebse ke di\u00e7ka q\u00eb nuk t\u00eb ka dal\u00eb si\u00e7 d\u00ebshiroje, nuk \u00ebsht\u00eb e nevojshme t\u00eb flas\u00ebsh menj\u00ebher\u00eb p\u00ebr at\u00eb, madje edhe n\u00ebse ndokush nuk e ka v\u00ebn\u00eb re. Nuk \u00ebsht\u00eb e nevojshme t\u00eb shqyrtosh gjithmon\u00eb disavantazhet me nj\u00eb lup\u00eb, \u00ebsht\u00eb shum\u00eb m\u00eb e dobishme t\u00eb vler\u00ebsosh objektivisht p\u00ebrpar\u00ebsit\u00eb dhe disavantazhet.<\/p>\n

    Si e shihni, gjith\u00eb kjo pjes\u00eb ishte kryesisht p\u00ebr shitjen e ides\u00eb s\u00eb feedback-ut pozitiv, sepse ajo pranohet shum\u00eb r\u00ebnd\u00eb nga njer\u00ebzit. <\/p>\n

    P\u00ebrmbledhja e seksionit: \u00e7far\u00eb m\u00eb ndihmon p\u00ebr t\u00eb \"shitur\" idet\u00eb e feedback-ut t\u00eb duhur?<\/h1>\n