{"id":6021,"date":"2021-12-12T21:45:34","date_gmt":"2021-12-12T20:45:34","guid":{"rendered":"https:\/\/bcoaching.online\/?p=6021"},"modified":"2022-03-22T12:23:47","modified_gmt":"2022-03-22T11:23:47","slug":"svi-mi-volimo-promene-ali-ne-volimo-bas-svi-da-se-menjamo","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/svi-mi-volimo-promene-ali-ne-volimo-bas-svi-da-se-menjamo\/","title":{"rendered":"Svi mi volimo promene, ali ne volimo ba\u0161 svi da se menjamo"},"content":{"rendered":"\n

\u201eWhen we are no longer able to change a situation \u2013 we are challenged to change ourselves.\u201c<\/em><\/p>\n\n\n\n

Viktor E. Frankl<\/p>\n\n\n\n

Uvod:<\/p>\n\n\n\n

Promene u organizaciji poslovanja su neminovnost i rekao bih da se svi polako navikavamo na njih. Mnogo je puteva kojima se mo\u017ee voditi organizaciona transformacija, ali je neka su\u0161tinka podela na dva: Jedan kojim nas vodi organizacija, a drugi kada mi kroz personalnu promenu vodimo organizaciju putem promene.<\/p>\n\n\n\n

Put br.1:<\/strong><\/p>\n\n\n\n

Kada je pravo vreme za promene?<\/p>\n\n\n\n

Ako se krene prerano, organizacija mo\u017ee ostati neshva\u0107ena od strane zaposlenih ali i poslovnog okru\u017eenja. Ukoliko se krene prekasno, postoji mogu\u0107nost da organizacija ne pre\u017eivi, \u010dak i ako jako dobro posluje, danas. Klju\u010dna re\u010d ovde je danas, jer biznis model koji radi danas ve\u0107 sutra mo\u017ee biti prevazi\u0111en.  Organizacija koja neprestano prati de\u0161avanja na tr\u017ei\u0161tu i oslu\u0161kuje \u0161ta im poru\u010duje klijent zna\u0107e kada je pravi trenutak.<\/p>\n\n\n\n

Ko inicira promene?<\/p>\n\n\n\n

U praksi, naj\u010de\u0161\u0107e, to radi organizacija, tj. njen top menad\u017ement. Oni budno prate sva de\u0161avanja na tr\u017ei\u0161tu, prate klijenta i kako se menja njegov na\u010din \u017eivota. Prave i uspe\u0161ene kompanije fokusirane su na korisnika, on je uvek u centru pa\u017enje. Sve \u0161to rade usmereno je na maksimizaciju vrednosti koju isporu\u010duju klijentu. U ovakvim kompanijama, lider\u0161ip je katalizator promene. Oni su svesni neopodnosti promene biznis modela, i oni iskrenu veruju u promene. Kre\u0107u u komunikaciju neophodnosti promena ka zaposlenim, nude\u0107i im neophodnu podr\u0161ku i empatiju za njihovu zbunjenost ili upla\u0161enost.<\/p>\n\n\n\n

Ko sprovodi promene? <\/p>\n\n\n\n

Promene u ve\u0107ini organizacija sprovode lideri. Oni su prvi koje \u0107e poverovati u pri\u010du top menad\u017ementa i dalje je promovisati u svojim timovima. I tako, uporna i sna\u017ena komunikacija do poslednje karike u lancu.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Put br.2:<\/strong><\/p>\n\n\n\n

Neka druga pri\u010da \u2026<\/p>\n\n\n\n

Ovde negde se zavr\u0161ava pri\u010da o transformaciji kompanija o kojima mo\u017eete \u010ditati u nebrojeno mnogo knjiga, \u010dlanaka ili video materijala. A prava promena?<\/p>\n\n\n\n

Prava promena dolazi iznutra. Vratimo se na trenutak na sam po\u010detak ovog teksta i citat koji ka\u017ee da kada nismo u mogu\u0107nosti da menjamo situaciju, mi smo prinu\u0111eni da menjamo sebe.<\/p>\n\n\n\n

Li\u010dna transformacija je bolnija od organizacione transformacije koju prolaze zaposleni u toj organizaciji. U li\u010dnoj transformaciji neophodno je da preispitamo svoje stavove, vrednosti i uverenja. A to boli! Ne\u0161to u \u0161ta ste verovali godinama odjednom vi\u0161e nije ta\u010dno. Stvari kojima ste se ponosili do pre par godina, sada po\u010dinju da vam bivaju balast. Koliko god to \u010dudno zvu\u010dalo, u vremenima gde se promene de\u0161avaju veoma brzo, iskustvo mo\u017ee biti ponekad najve\u0107i neprijatelj. Jer upravo stari obrasci pona\u0161anja i stare navike mogu biti velika prepreka usvajanju novih ve\u0161tina neophodnih za sada\u0161nji trenutak.<\/p>\n\n\n\n

\u201eIn order to learn something new, you need to unlearn something old.\u201c<\/em><\/p>\n\n\n\n

Zato je ponekad dobro zaboraviti (unlearn) kako smo radili neke stvari i nau\u010diti neki novi, druga\u010diji na\u010din. Da, svakako, bi\u0107e te\u017ee u po\u010detku, radi\u0107ete i sporije i postizati manje. Tako je sa svakim novim modelom. A onda, dolazimo uskoro na nivo na kome smo bili ranije a onda i eksponencijalni skok u produktivnosti nedugo zatim.<\/p>\n\n\n\n

Za li\u010dne promene potrebno je strpljenje i upornost. Strpljenje da sa\u010dekate prve dobre rezultate, a upornost u istrajanju rada po novoj metodologiji, iako trenutno ne daje rezultate kakve bi \u017eeleli.<\/p>\n\n\n\n

Zaposleni mogu pro\u0107i kroz li\u010dnu transformaciju sami, uz pomo\u0107 svog lidera, mentora ili kou\u010da.<\/p>\n\n\n\n

Kako \u0107ete znati da ste pro\u0161li li\u010dnu transformaciju?<\/p>\n\n\n\n

Zna\u0107ete onog trenutka kada prohvatite \u010dinjenicu da je transformacija putovanje a ne cilj.<\/p>\n\n\n\n

Zaposleni, lideri, top menad\u017ement koji je pro\u0161ao li\u010dnu transformaciju, hrabro ulazi u transformacione promene na nivou timova. On \u0107e protresti stubove organizacije na taj na\u010din, i hrabro ih postaviti  u pola\u017eaje koji imaju ve\u0107u stabilnost za organizaciju. Lideri trpe manje tereta, a organizacija je lak\u0161a, br\u017ea i otpornija na promene.<\/p>\n\n\n\n

Zaklju\u010dak:<\/p>\n\n\n\n

Slede\u0107i put kada nai\u0111ete na neki citat o promenama, poput ovog da svi mi volimo promene, ali ne volimo da se menjamo, zastanite na trenutak i promislite. Da li \u0107ete jo\u0161 jednom re\u0107i \u201eTa\u010dno, koliko je ovo istinito!\u201c ili \u0107ete se nasmejati? Va\u0161im osmehom, upravo tada, po\u010dinje va\u0161a li\u010dna transformacija, va\u0161eg tima i organizacije.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201eWhen we are no longer able to change a situation \u2013 we are challenged to change ourselves.\u201c Viktor E. Frankl Uvod: Promene u organizaciji poslovanja su neminovnost i rekao bih da se svi polako navikavamo […]<\/a><\/p>\n<\/div>","protected":false},"author":79,"featured_media":6017,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[26,70],"tags":[],"class_list":["post-6021","post","type-post","status-publish","format-standard","has-post-thumbnail","category-koucing","category-razvoj-ljudi-sr"],"yoast_head":"\nSvi mi volimo promene, ali ne volimo ba\u0161 svi da se menjamo - 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\/svi-mi-volimo-promene-ali-ne-volimo-bas-svi-da-se-menjamo\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Svi mi volimo promene, ali ne volimo ba\u0161 svi da se menjamo - BCoaching\" \/>\n<meta property=\"og:description\" content=\"\u201eWhen we are no longer able to change a situation \u2013 we are challenged to change ourselves.\u201c Viktor E. 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