{"id":4906,"date":"2021-03-07T00:42:44","date_gmt":"2021-03-06T23:42:44","guid":{"rendered":"https:\/\/bcoaching.online\/?p=4906"},"modified":"2021-03-25T11:31:15","modified_gmt":"2021-03-25T10:31:15","slug":"skaliranje-koucinga-kroz-sistemsko-razmisljanje","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/skaliranje-koucinga-kroz-sistemsko-razmisljanje\/","title":{"rendered":"Skaliranje kou\u010dinga kroz sistemsko razmi\u0161ljanje"},"content":{"rendered":"\n

Na\u0161 rad u Tandem Coaching Academy pru\u017eio nam je put u\u010denja za Coaching Human Sistems, jer znamo da kou\u010ding sa timovima i organizacijama mo\u017ee biti nezgodan posao. U ovom \u010dlanku je predstavljeno sedam koncepata koje podu\u010davamo u vezi sa skaliranjem osnovnih kompetencija ICF-a za klijente sa vi\u0161e osoba i kori\u0161\u0107enjem sistemskog razmi\u0161ljanja kao temeljne ve\u0161tine prilikom kou\u010dinga sa timovima i organizacijama.<\/p>\n\n\n\n

  1. Skaliranje ugovora o kou\u010dingu. <\/strong>Kada radimo sa organizacionim timom, ugovor u kou\u010dingu je na vi\u0161e nivoa. Prvi je timski sporazum, gde tim odre\u0111uje kako \u0107e raditi zajedno. Drugi je ugovor kou\u010da sa sistemom tima u vezi sa interakcijom sa kou\u010dem i ishodima koje \u017eele da postignu. Tako\u0111e je neophodno prepoznati da, iako mo\u017eda imate odnose sa pojedincima, va\u0161 klijent je sam tim, a ne ovi pojedinci.<\/li>
  2. Skaliranje izgradnje poverenja i sigurnosti. <\/strong>Kou\u010d mora da pomognw \u010dlanovima tima da izgrade poverenje u timu, tako da mogu sigurno da govore, ne sla\u017eu se i dozvoljavaju izazovima da izbiju na povr\u0161inu. Neophodno je razviti poverenje kod svakog \u010dlana tima i tima kao celine, tako da se tim ose\u0107a sigurno dok radi sa kou\u010dem na promenama i pobolj\u0161anjima.<\/li>
  3. Skaliranje prisutnosti kou\u010dinga. <\/strong>Timovi su kompleksni sistemi, pa je neophodno razmi\u0161ljati dalje od jednostavnih uzro\u010dno-posledi\u010dnih radnji poput \u201eJa radim ne\u0161to, a uzrokujem da se dogodi ne\u0161to drugo\u201c, kada radite sa njima. Sistemi imaju vi\u0161e uzro\u010dno-posledi\u010dnih aktivnosti koje se uvek de\u0161avaju i uti\u010du jedna na drugu. Dakle, ne mo\u017eemo da razmi\u0161ljamo o pojedina\u010dnom uzro\u010dno-posledi\u010dnom delovanju izolovano. Moramo da razumemo da se stvari de\u0161avaju kada povla\u010dimo razli\u010dite poluge i imaju niz uticaja, od zanemarljivog do ekstremnog. Jedna poluga nikada ne uti\u010de na jedan \u017eeljeni ishod, a efekti su \u010desto nepredvidivi. Ovaj sistem poluga je razlog za\u0161to odluke donete u jednom delu organizacije mogu imati zna\u010dajne posledice u drugim delovima organizacije kada ne postoji o\u010digledna veza.<\/li>
  4. Skaliranje aktivnog slu\u0161anja. <\/strong>Budu\u0107i da je tim kompleksni sistem, svaka komunikacija ima zna\u010denje za pojedinca i grupu. Jedan \u010dlan \u0107e \u010desto izraziti ono \u0161to misli ili ose\u0107a kako bi prona\u0161ao isti ose\u0107aj u timu. Kou\u010d mo\u017ee da doprinese ovom procesu razmi\u0161ljanjem o onome \u0161to se pojavljuje u razgovorima i prevo\u0111enjem neverbalnih komunikacija u re\u010di. Verbalizacija onoga \u0161to kou\u010d vidi, ose\u0107a i prime\u0107uje daje timu svest o novim informacijama sa kojima treba raditi.<\/li>
  5. Skaliranje koje izaziva svest<\/strong>. Umesto da budete upleteni u probleme i re\u0161enja, fokusirajte se na timske interakcije koje ko\u010de ili omogu\u0107avaju efikasnost i performanse. Odr\u017eavajte sistemsku fokusiranost tako \u0161to \u0107ete vratiti ono \u0161to se de\u0161ava sa jednim pojedincem u grupu koriste\u0107i fraze poput: \u201e\u0160ta vi ostali mislite o ovome?\u201c ili \u201eKoja bi bila jo\u0161 jedna perspektiva?\u201c<\/li>
  6. Skaliranje omogu\u0107avanja lak\u0161eg razvoja klijenta. <\/strong>Kou\u010devi mogu \u010desto da promovi\u0161u rast tima kori\u0161\u0107enjem procena. Cilj procene nije da kou\u010d oceni da li je tim zadovoljavaju\u0107i ili nezadovoljavaju\u0107i. Umesto toga, to je na\u010din da tim generi\u0161e nove uvide o sebi. Tim mora sam da napravi svoje procene. Kou\u010d tako\u0111e mo\u017ee da pru\u017ei povratne informacije na osnovu onoga \u0161to primeti u interakcijama i na osnovu svojih zapa\u017eanja, ukoliko tim to \u017eeli. Perspektiva ovog kou\u010da ne bi trebalo da zameni pogled tima na sebe. \u0160tavi\u0161e, to bi trebalo da bude samo na\u010din da otkriju nove informacije i pru\u017ee povratne informacije o percepciji tima sa spolja\u0161nje strane. Kou\u010d ne sme da postavlja prioritete ili bira \u0161ta \u0107e tim promeniti ili pobolj\u0161ati na osnovu svoje procene. Va\u017enije je da tim odlu\u010di na \u0161ta bi \u017eeleo da se usredsredi, jer se tako stvaraju odr\u017eive promene. 
    Tako\u0111e volimo da koristimo profile timova zasnovane na ProfileXT jer ovo pru\u017ea i pojedina\u010dne i timske podatke za rad. Profil tima daje uvid u pojedina\u010dne stilove razmi\u0161ljanja i karakteristike pona\u0161anja. Tako\u0111e postavlja va\u017ena pitanja o tome kako se ove individualne karakteristike uklapaju u kompleksni sistem tima sa svojim profilima kolektivnog razmi\u0161ljanja i pona\u0161anja. ProfileXT timski profil koristimo kroz vreme kako bismo pomogli da se otkriju potencijalna pobolj\u0161anja, dizajniranje akcija i izgradnja odgovornosti. S vremena na vreme, tim pregleda rezultate akcije, odlu\u010duje koje nove korake treba preduzeti i ponavlja postupak.<\/li>
  7. Kou\u010ding sa perspektivom sistema. <\/strong>Da bi radio iz sistemske perspektive, kou\u010d mora da napravi korak unazad kako bi identifikovao sve predstavljene sisteme. Ova perspektiva \u0107e otkriti mno\u0161tvo sistema i ugra\u0111enih sistema kao \u0161to su tim, organizacije oko tima i drugi timovi. Ova ta\u010dka gledi\u0161ta poma\u017ee kou\u010du da utvrdi da li se doga\u0111aji de\u0161avaju nezavisno jedni od drugih, ili ih pokre\u0107e ne\u0161to u drugom delu sistema, ili je pak to sistemsko pitanje koje je deo kulture i kako funkcioni\u0161e ve\u0107a organizacija. Bez ovakvog stava, kou\u010d bi mogao da poku\u0161a da re\u0161i probleme u timu sa slabim rezultatima, jer se koren problema nalazi izvan tima.<\/li><\/ol>\n\n\n\n

    Kada je u pitanju pomaganje organizaciji da sara\u0111uje, komunicira i dizajnira procese, sistemska perspektiva \u0107e tako\u0111e pomo\u0107i kou\u010du da vidi druge ugra\u0111ene sisteme u timu i organizaciji. Neki standardni ugra\u0111eni sistemi su krugovi prijatelja, grupisanja zasnovana na ulogama, zaposleni sa punim radnim vremenom, ugovorno osoblje, zastareli \u010dlanovi tima, novi \u010dlanovi tima itd. Na primer, dva \u010dlana tima su dobri prijatelji i razgovaraju o poslu van tima. Kada tim sara\u0111uje, prijatelji su ve\u0107 unapred odredili svoj stav po tom pitanju i predstavili ih kao jedinstveni front, pri \u010demu su naru\u0161ili sposobnost tima da se razilazi i spaja ideje. Budu\u0107i da su unapred odredili svoju poziciju, prijatelji mo\u017eda nisu toliko otvoreni za nove ideje ili nadogradnju na nove perspektive.<\/p>\n\n\n\n

    Sve u svemu, iako kou\u010ding sa timovima i organizacijama mo\u017ee biti nezgodno, uklju\u010divanjem sistemskog razmi\u0161ljanja i nekih prilago\u0111avanja za skaliranje osnovnih kompetencija u vi\u0161e\u010dlane sisteme, uspe\u0107ete da prevazi\u0111ete prve prepreke.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Na\u0161 rad u Tandem Coaching Academy pru\u017eio nam je put u\u010denja za Coaching Human Sistems, jer znamo da kou\u010ding sa timovima i organizacijama mo\u017ee biti nezgodan posao. U ovom \u010dlanku je predstavljeno sedam koncepata koje […]<\/a><\/p>\n<\/div>","protected":false},"author":77,"featured_media":4904,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[26,70],"tags":[],"class_list":["post-4906","post","type-post","status-publish","format-standard","has-post-thumbnail","category-koucing","category-razvoj-ljudi-sr"],"yoast_head":"\nSkaliranje kou\u010dinga kroz sistemsko razmi\u0161ljanje - BCoaching<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bcoaching.online\/sr\/skaliranje-koucinga-kroz-sistemsko-razmisljanje\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Skaliranje kou\u010dinga kroz sistemsko razmi\u0161ljanje - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Na\u0161 rad u Tandem Coaching Academy pru\u017eio nam je put u\u010denja za Coaching Human Sistems, jer znamo da kou\u010ding sa timovima i organizacijama mo\u017ee biti nezgodan posao. 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