{"id":37794,"date":"2019-10-31T22:19:48","date_gmt":"2019-10-31T19:19:48","guid":{"rendered":"https:\/\/prohoster.info\/blog\/1000-i-1-fidbek-kak-samomu-davat-obratnuyu-svyaz-i-nauchit-drugih-opyt-lamoda\/"},"modified":"2019-10-31T22:19:48","modified_gmt":"2019-10-31T19:19:48","slug":"1000-i-1-fidbek-kak-samomu-davat-obratnuyu-svyaz-i-nauchit-drugih-opyt-lamoda","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/1000-i-1-fidbek-kak-samomu-davat-obratnuyu-svyaz-i-nauchit-drugih-opyt-lamoda","title":{"rendered":"1000 dhe 1 feedback. Si t\u00eb ofrosh feedback dhe t\u00eb m\u00ebsosh t\u00eb tjer\u00ebt, p\u00ebrvoja e Lamoda","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

P\u00ebrsh\u00ebndetje! Un\u00eb quhem Evgenia Goleva, kam folur n\u00eb TeamLeadConf me nj\u00eb referat n\u00eb lidhje me feedback-un dhe d\u00ebshiroj t\u00eb ndaj me ju nj\u00eb transkript t\u00eb tij t\u00eb lir\u00eb. M\u00eb \u00ebsht\u00eb arritur t\u00eb m\u00ebsoj inxhinier\u00ebt t\u00eb japin feedback shum\u00eb m\u00eb mir\u00eb se \u00e7'kishin b\u00ebr\u00eb m\u00eb par\u00eb, n\u00ebn mask\u00ebn e nj\u00eb projekti krejt tjet\u00ebr. Kjo k\u00ebrkonte jo vet\u00ebm t\u00eb shpjegoja gjat\u00eb dhe me kujdes \"pse dhe si\", por gjithashtu t\u00eb organizoja shum\u00eb qasje n\u00ebn nj\u00eb kontroll t\u00eb kujdessh\u00ebm dhe me mb\u00ebshtetje t\u00eb but\u00eb. Rruga ishte e v\u00ebshtir\u00eb, e mbushur me gropa dhe bi\u00e7ikleta, dhe shpresoj q\u00eb disa mendime dhe metoda jo t\u00eb qarta do t'u sh\u00ebrbejn\u00eb atyre q\u00eb d\u00ebshirojn\u00eb t\u00eb kultivojn\u00eb nj\u00eb kultur\u00eb t\u00eb sh\u00ebndetshme 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. Dhe e di shum\u00eb mir\u00eb se feedback-u \u00ebsht\u00eb instrumenti kryesor i m\u00ebsimit dhe motivimit. Pse \u00ebsht\u00eb i nevojsh\u00ebm, \u00e7far\u00eb lloj \u00ebsht\u00eb ai dhe si arrita t\u00eb m\u00ebsoj punonj\u00ebsit t\u00eb japin feedback nga e duhur \u2014 tema e referatit tim sot.<\/p>\n

N\u00eb kompanin\u00eb ton\u00eb punojn\u00eb 4.5 mij\u00eb punonj\u00ebs t\u00eb rregullt, prej t\u00eb cil\u00ebve 300 specialist\u00eb IT. Pse na duhen kaq shum\u00eb?<\/a><\/noindex> P\u00ebrgjigjja \u00ebsht\u00eb e thjesht\u00eb: n\u00eb Lamoda pothuajse e gjith\u00eb zhvillimi \u00ebsht\u00eb i brendsh\u00ebm<\/a><\/noindex>. Ne automatizojm\u00eb proceset e nj\u00eb depoje t\u00eb madhe, d\u00ebrgesave n\u00eb 600 qytete t\u00eb Rusis\u00eb, tri qendrat e thirrjeve dhe studion ton\u00eb t\u00eb fotografis\u00eb \u2014 t\u00eb gjitha funksionojn\u00eb n\u00eb sisteme q\u00eb i zhvillojm\u00eb brenda p\u00ebr vete, sepse n\u00eb treg nuk gjet\u00ebm zgjidhje t\u00eb p\u00ebrshtatshme. <\/p>\n

Dhe, sigurisht, shpesh shfaqet problemi klasik \u2014 shum\u00eb nga k\u00ebta specialist\u00eb ose nuk japin feedback fare koleg\u00ebve t\u00eb tyre, ose e japin at\u00eb ndryshe nga sa do t\u00eb donim ne. M\u00eb posht\u00eb do t\u00eb p\u00ebrpiqem t\u00eb tregoj pse ndodh kjo, \u00e7far\u00eb \u00ebsht\u00eb e keqe n\u00eb t\u00eb dhe si mund ta rregullojm\u00eb.<\/p>\n

Motivimi i inxhinierit<\/h1>\n

\nP\u00ebr fillim, dua t\u00eb them disa fjal\u00eb p\u00ebrse 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 b\u00ebjn\u00eb gj\u00ebra t\u00eb shk\u00eblqyera, n\u00eb proces t\u00eb marrin vendime vet\u00eb dhe n\u00eb fund t\u00eb marrin njohjen nga koleg\u00ebt. Pak si\u00e7 ka p\u00ebrshkruar motivimin e punonj\u00ebsve t\u00eb pun\u00ebs inteligjente n\u00eb presentation<\/a><\/noindex> Dan Pink, nj\u00eb konsulent i njohur biznesi dhe autor i librave mbi qasjet moderne t\u00eb motivimit n\u00eb biznes. <\/p>\n

\"1000
\n
\nCil\u00ebsia e feedback-ut nga koleg\u00ebt p\u00ebrcakton n\u00eb mas\u00eb t\u00eb madhe tretin p\u00ebrb\u00ebr\u00ebse t\u00eb motivimit t\u00eb inxhinierit \u2014 marrjen e njohjes.<\/p>\n

Por megjithat\u00eb, t\u00eb jemi t\u00eb sinqert\u00eb, si zakonisht jep feedback nj\u00eb person pa ndonj\u00eb p\u00ebrgatitje speciale? Ai shpesh kritik, rrall\u00eb lavd\u00ebron dhe gjykon pa u thelluar. Si\u00e7 duket, nj\u00eb feedback i till\u00eb nuk e motivon aspak ambientin dhe, p\u00ebrve\u00e7 k\u00ebsaj, 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 - mendon se nuk e vler\u00ebsojn\u00eb. N\u00ebse nuk ka feedback zhvillues - 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: \"U shkova!\". <\/p>\n

\"1000
\n
\nPasojat jan\u00eb t\u00eb qarta: nd\u00ebrsa k\u00ebrkojm\u00eb z\u00ebvend\u00ebsimin e inxhinierit, projektet jan\u00eb n\u00eb zjarr, ngarkesa mbi t\u00eb tjer\u00ebt rritet dhe kompanit\u00eb shpenzojn\u00eb shum\u00eb para p\u00ebr t\u00eb gjetur nj\u00eb an\u00ebtar t\u00eb ri t\u00eb ekipit.<\/p>\n

Pra, p\u00ebrfundimi \u00ebsht\u00eb: \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme se \u00e7far\u00eb feedback-u marrin inxhinier\u00ebt tan\u00eb. K\u00ebshtu q\u00eb, ata q\u00eb japin k\u00ebto feedback-e (p\u00ebr shumic\u00ebn e rast\u00ebve flasim p\u00ebr lider\u00ebt e ekipit) duhet t\u00eb din\u00eb ta b\u00ebjn\u00eb k\u00ebt\u00eb si\u00e7 duhet. Pse ndodh shpesh q\u00eb lider\u00ebt e ekipit nuk din\u00eb t\u00eb japin feedback si duhet?<\/p>\n

Si b\u00ebhesh lider ekipi?<\/h1>\n

\n\u00cbsht\u00eb mir\u00eb kur kompanit\u00eb q\u00ebllimisht krijojn\u00eb lider\u00eb ekipesh, 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 p\u00ebrpara se t\u00eb z\u00ebn\u00eb nj\u00eb pozit\u00eb drejtuese. Por ndonj\u00ebher\u00eb ndodh q\u00eb zgjedhin at\u00eb q\u00eb di t\u00eb shkruaj\u00eb kodin m\u00eb mir\u00eb dhe kupton sistemin, dhe i japin atij sistemin dhe ekipin. <\/p>\n

Si rezultat, mund t\u00eb humbas\u00ebsh nj\u00eb inxhinier t\u00eb shk\u00eblqyer dhe t\u00eb kesh nj\u00eb lider ekipi t\u00eb demoralizuar, i cili nuk arrin t\u00eb p\u00ebrballoj\u00eb detyrat e tij. <\/p>\n

Kjo mund t\u00eb shmanget vet\u00ebm n\u00eb nj\u00eb m\u00ebnyr\u00eb - duke e m\u00ebsuar me q\u00ebllim potencialin (dhe lider\u00ebt ekzistues) si t\u00eb punojn\u00eb me ekipin. Por edhe k\u00ebtu gjith\u00e7ka nuk del aq e leht\u00eb.<\/p>\n

Si i p\u00ebrgatitin lider\u00ebt e ekipit p\u00ebr t\u00eb punuar me njer\u00ebz?<\/h1>\n

\nZgjidhja standarde p\u00ebr trajnimin e lider\u00ebve t\u00eb ekipit \u00ebsht\u00eb nj\u00eb trajnim, i cili shpesh her\u00eb \u00ebsht\u00eb nj\u00eb her\u00eb i vet\u00ebm. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb kuptosh se aft\u00ebsia p\u00ebr t\u00eb dh\u00ebn\u00eb feedback t\u00eb duhur \u00ebsht\u00eb nj\u00eb aft\u00ebsi q\u00eb mund t\u00eb zhvillohet vet\u00ebm n\u00eb praktik\u00eb. Fatkeq\u00ebsisht, nj\u00eb trajnim i vet\u00ebm nuk e zhvillon k\u00ebt\u00eb aft\u00ebsi, n\u00eb rastin m\u00eb t\u00eb mir\u00eb personi do t\u00eb marr\u00eb njohuri teorike, nd\u00ebrsa do t\u00eb duhet t\u00eb m\u00ebsoj\u00eb ta aplikoj\u00eb at\u00eb vet\u00ebm n\u00eb pun\u00ebn reale. Pyetjet q\u00eb do t\u00eb lindin patjet\u00ebr mund t\u00eb shtriheshin pas trajnimit, por aktivitete t\u00eb tilla nuk zhvillohen gjithmon\u00eb dhe nganj\u00ebher\u00eb pak njer\u00ebz shkojn\u00eb n\u00eb to. <\/p>\n

N\u00eb rastin e trajnimit p\u00ebr feedbackun \"menj\u00ebher\u00eb n\u00eb luft\u00eb\", situata komplikohet edhe m\u00eb shum\u00eb nga fakti se personi duket se ende po m\u00ebson, por nuk mund t\u00eb verifikohet se si po ia del. Sepse n\u00eb pun\u00ebn e v\u00ebrtet\u00eb, lideri i ekipit zakonisht jep feedback nj\u00eb-n\u00eb-nj\u00eb me punonj\u00ebsin. Dhe nuk mund t\u00eb korrigjojm\u00eb, as t\u00eb japim k\u00ebshilla, as t\u00eb japim feedback mbi feedbackun, sepse kjo ndodh pas dyerve t\u00eb mbyllura. <\/p>\n

Kur mendoja se si ta kaloj k\u00ebt\u00eb v\u00ebshtir\u00ebsi, m\u00eb erdhi n\u00eb mendje ideja: pse t\u00eb mos provoj ta paketoj trajnimin p\u00ebr feedback n\u00eb nj\u00eb projekt tjet\u00ebr, i cili do t\u00eb funksiononte n\u00eb formatin e nj\u00eb klubi?<\/p>\n

Pse formati i klubit \u00ebsht\u00eb m\u00eb i p\u00ebrshtatsh\u00ebm p\u00ebr trajnimin p\u00ebr feedback?<\/h1>\n

\n1. An\u00ebtar\u00ebsimi n\u00eb klub \u00ebsht\u00eb vullnetar \u2014 dmth, 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, n\u00eb dallim nga trajnimet, nuk \u00ebsht\u00eb nj\u00eb ngjarje e vetme. Njer\u00ebzit e frekuentojn\u00eb klubin rregullisht dhe p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, prandaj ata jo vet\u00ebm q\u00eb mund t\u00eb marrin njohuri teorike, por gjithashtu t\u00eb m\u00ebsojn\u00eb t'i aplicojn\u00eb ato. <\/p>\n

3. N\u00eb formatin e klubit, mund t\u00eb kontrollojm\u00eb procesin e t\u00eb m\u00ebsuarit. Nj\u00eb person jep feedback p\u00ebr dik\u00eb tjet\u00ebr jo nj\u00eb-n\u00eb-nj\u00eb, por brenda nj\u00eb situate lojrash, t\u00eb cil\u00ebn e v\u00ebzhgojn\u00eb pjes\u00ebmarr\u00ebsit e tjer\u00eb t\u00eb klubit. Prandaj, ne mund t\u00eb japim feedback mbi feedbackun dhe t\u00eb ndihmojm\u00eb n\u00eb p\u00ebrmir\u00ebsimin e aft\u00ebsis\u00eb s\u00eb 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 konkretisht e realizuam trajnimine aft\u00ebsive t\u00eb feedbackut n\u00eb Lamoda? Feedbacku gjithmon\u00eb jepet mbi di\u00e7ka, nevojitet nj\u00eb pun\u00eb e caktuar p\u00ebr t\u00eb cil\u00ebn mund t\u00eb japim feedback. Prandaj, trajnimi p\u00ebr feedback mund t\u00eb kombinohet me aktivitete t\u00eb tjera. <\/p>\n

N\u00eb at\u00eb moment, si DevRel, un\u00eb isha duke punuar mbi detyr\u00ebn time kryesore: m\u00eb duheshin q\u00eb ekspert\u00ebt tan\u00eb t\u00eb fillonin t\u00eb b\u00ebnin rregullisht prezantime n\u00eb konferenca t\u00eb njohura IT. Shum\u00eb specialist\u00eb e kuptonin se p\u00ebr k\u00ebt\u00eb duhej t\u00eb p\u00ebrmir\u00ebsonin aft\u00ebsit\u00eb e tyre t\u00eb prezantimeve publike. Dhe, n\u00eb shum\u00eb m\u00ebnyra nga sugjerimet e koleg\u00ebve, organizova n\u00eb kompani klubin e fol\u00ebsve (Klubi i Fol\u00ebsve Lamoda).<\/p>\n

Por n\u00eb kuad\u00ebr t\u00eb klubit t\u00eb fol\u00ebsve, ne gjithashtu punuam mbi aft\u00ebsit\u00eb e feedbackut. I m\u00ebsova njer\u00ebzit t\u00eb jepnin feedback nj\u00ebri-tjetrit n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb ishte e dobishme p\u00ebr ta. Dhe ndihmoja q\u00eb t\u00eb kuptonin p\u00ebrvoj\u00ebn personale se sa t\u00eb r\u00ebnd\u00ebsish\u00ebm jan\u00eb feedbacket e sakta.<\/p>\n

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

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

Si si organizuar. \u00c7do pjes\u00ebmarr\u00ebs p\u00ebrgatit nj\u00eb prezantim t\u00eb shpejt\u00eb p\u00ebr nj\u00eb tem\u00eb t\u00eb caktuar (5 minuta p\u00ebr prezantimin dhe 5 minuta p\u00ebr pyetje). Pasi q\u00eb pjes\u00ebmarr\u00ebsi t\u00eb p\u00ebrfundoj\u00eb prezantimin e tij, d\u00ebgjuesit i japin atij feedback. Takimet e klubit mbahen \u00e7do dy jav\u00eb, me m\u00eb shum\u00eb se 6 fol\u00ebs p\u00ebr takim (nj\u00eb or\u00eb p\u00ebr prezantimet dhe nj\u00eb or\u00eb p\u00ebr feedback). Pjes\u00ebmarrja \u00ebsht\u00eb e voluntarizuar.<\/p>\n

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

\nSi\u00e7 thash\u00eb n\u00eb fillim t\u00eb prezantimit, shumica e njer\u00ebzve fillimisht e p\u00ebrdorin feedback-un n\u00eb m\u00ebnyr\u00eb jo shum\u00eb efektive - kaq sa nga nj\u00eb mjet i fuqish\u00ebm motivimi, ai shnd\u00ebrrohet n\u00eb di\u00e7ka jasht\u00ebzakonisht t\u00eb pak\u00ebndshme p\u00ebr ata q\u00eb japin feedback-un dhe p\u00ebr ata q\u00eb e marrin at\u00eb. Kjo ndodh p\u00ebr shkak t\u00eb njohurive t\u00eb pamjaftueshme mbi m\u00ebnyr\u00ebn se si funksionon motivimi, se \u00e7far\u00eb ndihmon njer\u00ebzit t\u00eb fillojn\u00eb t\u00eb b\u00ebjn\u00eb pun\u00ebn e tyre m\u00eb mir\u00eb. <\/p>\n

Prandaj, detyra ime e kryesore nuk ishte vet\u00ebm t\u00eb tregoja koleg\u00ebve se \u00e7far\u00eb \u00ebsht\u00eb feedback-i i duhur, por gjithashtu t\u00eb \"shes on\" k\u00ebt\u00eb ide, q\u00eb ata t\u00eb kuptonin se ky m\u00ebnyr\u00eb e pazakont\u00eb p\u00ebr t\u00eb dh\u00ebn\u00eb feedback-s v\u00ebrtet funksionon m\u00eb mir\u00eb se ai q\u00eb jan\u00eb m\u00ebsuar. <\/p>\n

Pra, \u00e7far\u00eb \u00ebsht\u00eb feedback-i i duhur? Cila ide po \"shesim\"? <\/p>\n

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

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

K\u00ebtu m\u2019u desh t\u00eb argumentoja ndaj djemve se p\u00ebr motivimin, feedback-i pozitiv \u00ebsht\u00eb absolutisht i nevojsh\u00ebm, nd\u00ebrsa feedback-u negativ nuk funksionon. N\u00eb vend t\u00eb tij, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb japim feedback zhvillues<\/b>, i cili p\u00ebrgjigjet n\u00eb pyetjen: \"\u00c7far\u00eb mund t\u00eb p\u00ebrmirsohet?\". <\/p>\n

2. T\u00eb dobish\u00ebm ose, nga ana tjet\u00ebr, jo konstruktiv\u00eb<\/b>
\nSi mund t\u00eb quhet nj\u00eb feedback i dobish\u00ebm?
\nKy konstruktiv\u00eb<\/b> dhe konkret<\/b> v\u00ebrejtjet q\u00eb p\u00ebrgjigjen n\u00eb pyetjen: \"\u00c7far\u00eb t\u00eb b\u00ebjm\u00eb?\", e jo \"\u00c7far\u00eb ishte keq?\".<\/p>\n

P\u00ebr t\u00eb dh\u00ebn\u00eb feedback konstruktiv, ne u m\u00ebsojm\u00eb t\u00eb ndajm\u00eb vler\u00ebsimet dhe ndjenjat tona personale nga faktet. T\u00eb gjith\u00eb jemi njer\u00ebz, k\u00ebshtu q\u00eb edhe n\u00eb histori teknike ndjenjat jan\u00eb gjithashtu t\u00eb pranishme. <\/p>\n

3. T\u00eb munguar <\/b>
\nPo, kjo \u00ebsht\u00eb nj\u00eb form\u00eb e feedback-ut, dhe r\u00ebnd\u00ebsia e saj \u00ebsht\u00eb kuptuar n\u00eb m\u00ebnyr\u00eb t\u00eb shk\u00eblqyer nga pjes\u00ebmarr\u00ebsit gjat\u00eb fjalimeve publike. Imagjinoni: nj\u00eb person kalon gjysm\u00eb ore p\u00ebrgatitje, del n\u00eb sken\u00eb, prezanton nj\u00eb raport \u2013 dhe nuk merr asgj\u00eb n\u00eb k\u00ebmbim. As pyetje, as komente, as kund\u00ebrshtime. N\u00eb at\u00eb moment, e kupton se kur s'ka feedback \u2013 \u00ebsht\u00eb e dhimbshme. \u00cbsht\u00eb tmerrues. Ndoshta, kjo ishte zbulimi im m\u00eb i par\u00eb i r\u00ebnd\u00ebsish\u00ebm: n\u00eb Speakers Club, \u00ebsht\u00eb shum\u00eb m\u00eb e leht\u00eb t\u00eb b\u00ebsh t\u00eb kuptueshme nevoj\u00ebn p\u00ebr feedback sesa t\u00eb shpjegosh me fjal\u00eb dhjet\u00eb her\u00eb. <\/p>\n

Nj\u00eb person q\u00eb nuk merr asnj\u00eb feedback, p\u00ebr ndonj\u00eb arsye, menj\u00ebher\u00eb mendon se ka b\u00ebr\u00eb di\u00e7ka keq. Ka pak njer\u00ebz q\u00eb mendojn\u00eb se jan\u00eb t\u00eb mira, edhe kur n\u00eb sall\u00eb \u00ebsht\u00eb nj\u00eb heshtje vdekjeprur\u00ebse. Prandaj, nuk duhet lejuar mungesa e feedback-ut, kur duam t\u00eb motivojm\u00eb punonj\u00ebsit tan\u00eb \u2013 dhe pjes\u00ebmarr\u00ebsit e klubit e kuptojn\u00eb k\u00ebt\u00eb shum\u00eb mir\u00eb nga p\u00ebrvoja e tyre.<\/p>\n

\"1000<\/p>\n

Pra, feedback-u patjet\u00ebr duhet t\u00eb jet\u00eb<\/b>, ai duhet t\u00eb p\u00ebrfshij\u00eb pjes\u00eb pozitive<\/b> dhe rrit\u00ebse<\/b> dhe duhet t\u00eb jet\u00eb i dobish\u00ebm, dmth konstructiv<\/b><\/i>. \n<\/p><\/blockquote>\n

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\nSigurisht, kjo p\u00ebrkufizim i feedback-ut ndryshon shum\u00eb nga ai me t\u00eb cilin shum\u00eb jan\u00eb m\u00ebsuar \u2013 n\u00ebse gjith\u00e7ka shkon mir\u00eb, at\u00ebher\u00eb nuk duhet asgj\u00eb t\u00eb thuhet, e n\u00ebse di\u00e7ka shkon keq \u2013 at\u00ebher\u00eb duhet t\u00eb kritikohet, pa u kujdesur p\u00ebr propozime konstruktive. Prandaj, u p\u00ebrballa me rezistenc\u00eb nga disa koleg\u00eb dhe m\u00eb duhej t\u00eb 'shisja' iden\u00eb e feedback-ut t\u00eb duhur \u2013 dmth t'u tregoja n\u00eb praktik\u00eb se ai funksionon shum\u00eb m\u00eb mir\u00eb. <\/p>\n

P\u00ebr m\u00eb tep\u00ebr, do t\u00eb flas p\u00ebr dyshimet kryesore q\u00eb kishin pjes\u00ebmarr\u00ebsit e klubit dhe se si punova me to.<\/p>\n

Problemi: frika p\u00ebr t\u00eb ofenduar<\/b>
\nE para me t\u00eb cil\u00ebn u p\u00ebrballa. Njer\u00ebzit kan\u00eb frik\u00eb t\u00eb japin komente, si pozitive ashtu edhe negative. Ideja se feedback-u nuk \u00ebsht\u00eb p\u00ebr t\u00eb l\u00ebnduar, por p\u00ebr t\u00eb zhvilluar, n\u00eb kultur\u00ebn ton\u00eb nuk \u00ebsht\u00eb shum\u00eb e zakonshme. Prandaj, dh\u00ebnia dhe marrja e feedback-ut \u00ebsht\u00eb elementarisht e frikshme p\u00ebr shumic\u00ebn e njer\u00ebzve.
\nZgjidhje: 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 e afirmon veten p\u00ebr llogari t\u00eb dikujt tjet\u00ebr. Dukej se po thoshte: \u201cTani do t\u2019ju tregoj se si nuk duhet ta b\u00ebni!\u201d Dhe ai dukej i bukur, sikur ishte m\u00eb i men\u00e7uri. Pastaj habitet pse nuk e d\u00ebgjojn\u00eb dhe refuzojn\u00eb t\u00eb pranojn\u00eb idet\u00eb e tij. Kur kam hasur njer\u00ebz t\u00eb till\u00eb, ishte e r\u00ebnd\u00ebsishme p\u00ebr mua t\u00eb kuptoj se personi n\u00eb t\u00eb v\u00ebrtet\u00eb \u00ebsht\u00eb i mir\u00eb, dhe nuk d\u00ebshiron t\u00eb b\u00ebj\u00eb keq p\u00ebr ask\u00ebnd, por thjesht \u00ebsht\u00eb i shqet\u00ebsuar p\u00ebr t\u00eb v\u00ebrtet\u00ebn. Problemi i tij \u00ebsht\u00eb se thjesht nuk di ende si t\u2019i shpreh\u00eb mendimet e tij n\u00eb m\u00ebnyr\u00eb t\u00eb duhur. Detyra ime \u00ebsht\u00eb ta m\u00ebsoj at\u00eb.
\nZgjidhja: parimi \"t\u00eb gjith\u00eb n\u00eb t\u00eb nj\u00ebjtin nivel\" dhe rregulli \"nuk je paraqitur - nuk jep feedback\".<\/b>
\nI kujtoja an\u00ebtar\u00ebt se t\u00eb gjith\u00ebve u ishte b\u00ebr\u00eb thirrje n\u00eb klub p\u00ebr t\u00eb studiuar nj\u00eb tem\u00eb q\u00eb askush nuk e njeh (prezentimet publike). Prandaj, dikush mund t\u00eb gaboj\u00eb, dhe mendimi i secilit \u00ebsht\u00eb nj\u00ebsoj i r\u00ebnd\u00ebsish\u00ebm. Ne p\u00ebrdorim n\u00eb klub feedback-un jo p\u00ebr t\u00eb zbuluar kush \u00ebsht\u00eb m\u00eb i miri, por p\u00ebr t\u00eb ndar\u00eb p\u00ebrvoj\u00ebn dhe p\u00ebr t\u00eb gjetur s\u00eb bashku m\u00ebnyra p\u00ebr t\u00eb zgjidhur ndonj\u00eb problem. P\u00ebr k\u00ebt\u00eb nuk \u00ebsht\u00eb aspak e nevojshme t\u00eb thuash t\u00eb tjer\u00ebt se ata nuk jan\u00eb t\u00eb mir\u00eb.<\/p>\n

Si pasoj\u00eb, na lindi nj\u00eb rregull tjet\u00ebr: nuk je paraqitur - nuk jep feedback. Vet\u00ebm kur nj\u00eb person ka kaluar n\u00ebp\u00ebr l\u00ebkur\u00ebn e paraqit\u00ebsit, ai mund t\u00eb kuptoj\u00eb se si \u00ebsht\u00eb. Feedback-u i tij menj\u00ebher\u00eb do t\u00eb ting\u00eblloj\u00eb ndryshe, do t\u00eb jet\u00eb shum\u00eb m\u00eb konstruktiv dhe i dobish\u00ebm.<\/p>\n

Problemi: mos d\u00ebshira p\u00ebr t\u00eb dh\u00ebn\u00eb feedback pozitiv.<\/b>
\nDisa njer\u00ebz mendojn\u00eb se feedback-u pozitiv nuk ka nevoj\u00eb p\u00ebr t'u dh\u00ebn\u00eb fare. Nj\u00eb lider grupi nga nj\u00eb prej ekipeve erdhi tek un\u00eb me nj\u00eb mesazh t\u00eb till\u00eb: \u201cDua t\u00eb paraqitem, por nuk dua t\u00eb jap feedback p\u00ebr t\u00eb tjer\u00ebt.\u201d<\/p>\n

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\nZgjidhja: demonstro efektivitetin e feedback-ut pozitiv.<\/b>
\nT\u00eb vler\u00ebsosh objektivisht (dmth t\u00eb flas\u00ebsh jo vet\u00ebm p\u00ebr disavantazhet, por edhe p\u00ebr avantazhet) \u00ebsht\u00eb e r\u00ebnd\u00ebsishme, pa t\u00eb cilin feedback-u thjesht nuk funksionon si nj\u00eb mjet motivimi. <\/p>\n

M\u00eb p\u00eblqen t\u00eb sjell historin\u00eb e nj\u00eb njeriu q\u00eb dikur ishte lider ekipi dhe m\u00eb pas u b\u00eb CTO. Kur ai b\u00ebnte rishikimin e kodit, linte shum\u00eb v\u00ebrejtje p\u00ebr nevoj\u00ebn e korrigjimeve dhe njer\u00ebzit ndjenin nj\u00eb mohueshm\u00ebri. Ai lexoi diku nj\u00eb artikull p\u00ebr fuqin\u00eb e feedback-ut pozitiv, ku rekomandohej t\u00eb thuhet njer\u00ebzve se \u00e7far\u00eb ishin b\u00ebr\u00eb mir\u00eb n\u00eb pun\u00ebn e tyre. At\u00ebher\u00eb ai filloi t\u00eb shtoj\u00eb nj\u00eb ose dy komente pozitive n\u00eb secil\u00ebn rishikim t\u00eb kodit. Si rezultat, njer\u00ebzit prisnin komentet e tij me kuriozitet t\u00eb sh\u00ebndetsh\u00ebm, pasi ndiheshin se puna e tyre ishte par\u00eb dhe vler\u00ebsuar drejt. <\/p>\n

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\nProblemi: reluctance to receive positive feedback<\/b>
\nKa raste kur personi q\u00eb merr feedback nuk d\u00ebshiron t\u00eb d\u00ebgjoj\u00eb p\u00ebr piketat e tij t\u00eb forta, duke e par\u00eb k\u00ebt\u00eb si nj\u00eb humbje kohe. Kjo lidhet me kultur\u00ebn e n\u00ebnvler\u00ebsimit 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 e kalojm\u00eb k\u00ebt\u00eb pa e d\u00ebgjuar. Por sapo na tregojn\u00eb p\u00ebr nj\u00eb mang\u00ebsi, ne e shqyrtojm\u00eb at\u00eb me nj\u00eb lup\u00eb t\u00eb madhe. K\u00ebshtu, fokusoheshim vet\u00ebm n\u00eb problemet tona dhe nuk v\u00ebrejm\u00eb fitor\u00ebt tona.<\/p>\n

Kam p\u00ebrpjekur t\u00eb tregoj pjes\u00ebmarr\u00ebsve t\u00eb klubit n\u00eb praktik\u00eb se si ata mund t\u00eb aplikojn\u00eb feedback-un pozitiv p\u00ebr t\u00eb kuptuar r\u00ebnd\u00ebsin\u00eb e tij.<\/p>\n

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

Me an\u00eb t\u00eb feedback-ut pozitiv, mund t\u00eb verifikoni hipotezat. P\u00ebr shembull, gjat\u00eb p\u00ebrgatitjes s\u00eb nj\u00eb raporti, ty t\u00eb duket se ky fakt bind\u00ebs do t\u00eb pranohet mir\u00eb nga t\u00eb gjith\u00eb. Por m\u00eb pas, n\u00eb feedback, d\u00ebgjon se kur po p\u00ebrmendnin pikat e forta t\u00eb pun\u00ebs t\u00ebnde, askush nuk e p\u00ebrmendi at\u00eb. At\u00ebher\u00eb e kupton se nuk \u00ebsht\u00eb argumenti m\u00eb ky\u00e7 dhe p\u00ebrpiqesh t\u00eb vendos\u00ebsh theksin n\u00eb di\u00e7ka tjet\u00ebr her\u00ebn tjet\u00ebr. <\/p>\n

Zgjidhja 2: feedback pozitiv ndihmon t\u00eb kuptohet se ku duhen dh\u00ebn\u00eb p\u00ebrpjekjet dhe ku jo<\/b><\/p>\n

Shembulli nga puna e klubit ton\u00eb. Nj\u00eb menaxher i repartit kishte nj\u00eb z\u00eb shum\u00eb t\u00eb heshtur, dhe i ishte v\u00ebshtir\u00eb t\u00eb fliste 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 ja, tashm\u00eb ia doli. Ai arriti t\u00eb fliste p\u00ebr t\u00eb gjith\u00eb sall\u00ebn pa mikrofon. Gjat\u00eb tre takimeve t\u00eb klubit i thuhet se volumi ishte i mjaftuesh\u00ebm, e d\u00ebgjonin kudo. N\u00eb k\u00ebt\u00eb moment, mund t\u00eb ndaloni dhe t\u00eb kaloni n\u00eb zhvillimin e aft\u00ebsive t\u00eb ardhshme, duke mos harruar t\u00eb mb\u00ebshteteni n\u00eb pikat e tua t\u00eb forta. <\/p>\n

Zgjidhja 3: feedback pozitiv ndihmon n\u00eb p\u00ebrmir\u00ebsimin e zot\u00ebsive<\/b><\/p>\n

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

    \n
  1. P\u00ebrmir\u00ebsimi i dob\u00ebsive. Kur nj\u00eb person identifikon pik\u00eb t\u00eb tijat t\u00eb dob\u00ebta dhe p\u00ebrpiqet t'i p\u00ebrmir\u00ebsoj\u00eb ato. <\/li>\n
  2. Nga ana tjet\u00ebr, forcimi i aft\u00ebsive t\u00eb forta. Edhe n\u00ebse ka disa dob\u00ebsi, ato pika t\u00eb forta jan\u00eb aq t\u00eb mira sa kompensojn\u00eb t\u00eb gjitha dob\u00ebsit\u00eb.<\/li>\n<\/ol>\n

    \nSupozoni se ju e dini se nuk po ia dilni mir\u00eb me planifikimin e paraqitjeve t\u00eb tua publike, por p\u00ebrkundrazi, ju improvizoni shk\u00eblqyer kur jeni n\u00eb shk\u00ebmbim interaktiv me njer\u00ebzit. Mir\u00eb, mos e planifikoni me p\u00ebrpikm\u00ebri paraqitjen tuaj, mos u mundoni. P\u00ebrgatitni pikat ky\u00e7e, dhe pastaj improvizoni. Mos b\u00ebni at\u00eb q\u00eb do t'ju demotivonte \u2014 b\u00ebni ashtu si\u00e7 ia dilni m\u00eb mir\u00eb. Por p\u00ebr t\u00eb b\u00ebr\u00eb k\u00ebshtu, duhet t\u00eb jeni t\u00eb vet\u00ebdijsh\u00ebm p\u00ebr k\u00ebt\u00eb.<\/p>\n

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

    Nuk do t\u00eb lodhem duke e p\u00ebrs\u00ebritur: 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 m\u00eb mir\u00eb. Por q\u00eb ai t\u00eb funksionoj\u00eb, duhet t\u00eb jet\u00eb domosdo objektiv, duke p\u00ebrfshir\u00eb p\u00ebrmendjen e an\u00ebve pozitive t\u00eb pun\u00ebs s\u00eb kryer dhe se \u00e7far\u00eb mund (ose duhet) t\u00eb p\u00ebrmir\u00ebsohet. Si\u00e7 e shihni, njer\u00ebzit kishin v\u00ebshtir\u00ebsi n\u00eb dh\u00ebnien e feedback-ut pozitiv, k\u00ebshtu q\u00eb n\u00eb p\u00ebrgjith\u00ebsi, p\u00ebrgjigja ishte jo shum\u00eb objektive. <\/p>\n

    Zgjidhja 1: rregulli \"tri p\u00ebrfitimet ose hesht\"<\/b><\/p>\n

    P\u00ebr t\u00eb shfryt\u00ebzuar t\u00eb gjith\u00eb fuqin\u00eb e feedback-ut pozitiv, ne b\u00ebram\u00eb nj\u00eb rregull tjet\u00ebr n\u00eb klub: ai q\u00eb nuk gjen 3 p\u00ebrfitime n\u00eb paraqitjen e dikujt dhe nuk mund t'i shprehi ato n\u00eb feedback, duhet t\u00eb hesht. Kjo motivoi an\u00ebtar\u00ebt t\u00eb gjejn\u00eb p\u00ebrfitime n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb kishin mund\u00ebsin\u00eb t\u00eb flisnin. K\u00ebshtu, feedback-et tona u b\u00ebn\u00eb m\u00eb objektiv.<\/p>\n

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

    Duhet t\u00eb dish t\u00eb pranosh feedback pozitiv. K\u00ebtu, p\u00ebr shkak t\u00eb kultur\u00ebs s\u00eb n\u00ebn\u00e7mimit, njer\u00ebzit shpesh fillojn\u00eb t\u00eb justifikohen pas lavd\u00ebrimeve p\u00ebr pun\u00ebn e tyre. Thon\u00eb se ishte nj\u00eb rast\u00ebsi, ose q\u00eb nuk ishin ata q\u00eb e b\u00ebn\u00eb. Dhe - shikoni se \u00e7far\u00eb disavantazhesh shoh un\u00eb n\u00eb pun\u00ebn time.<\/p>\n

    Kjo nuk \u00ebsht\u00eb konstruktive. Ti dol\u00ebt k\u00ebtu dhe b\u00ebn at\u00eb q\u00eb b\u00ebn. Do t\u00eb t\u00eb thon\u00eb \u00e7far\u00eb pan\u00eb n\u00eb pun\u00ebn t\u00ebnde. K\u00ebto jan\u00eb plot\u00ebsisht meritat tua, pranoji ato. N\u00ebse gjithsesi ke di\u00e7ka q\u00eb nuk doli mir\u00eb, nuk \u00ebsht\u00eb e nevojshme t\u00eb thuash menj\u00ebher\u00eb, edhe n\u00ebse di\u00e7ka nuk u v\u00ebrejt. Nuk \u00ebsht\u00eb e nevojshme t\u00eb shikosh me lup\u00eb disavantazhet, \u00ebsht\u00eb m\u00eb e dobishme t\u00eb vler\u00ebsosh objektivisht t\u00eb mirat dhe t\u00eb k\u00ebqijat.<\/p>\n

    Si\u00e7 e shihni, e gjith\u00eb kjo pjes\u00eb ishte kryesisht p\u00ebr shitjen e ides\u00eb s\u00eb feedback-ut pozitiv, sepse ajo pranohet shum\u00eb v\u00ebshtir\u00eb nga njer\u00ebzit. <\/p>\n

    P\u00ebrfundimi i seksionit: \u00e7far\u00eb m\u00eb ndihmon t\u00eb \"shes\" idet\u00eb e feedback-ut t\u00eb duhur?<\/h1>\n