{"id":6198,"date":"2022-03-25T13:05:03","date_gmt":"2022-03-25T12:05:03","guid":{"rendered":"https:\/\/bcoaching.online\/?p=6198"},"modified":"2022-05-04T08:22:01","modified_gmt":"2022-05-04T07:22:01","slug":"poverenje-izvor-efikasnog-timskog-rada","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/poverenje-izvor-efikasnog-timskog-rada\/","title":{"rendered":"POVERENJE \u2013 izvor efikasnog timskog rada"},"content":{"rendered":"\n

Zapa\u017eanje da je poverenje kao novac nije ni\u0161ta novo, ali i dalje zvu\u010di istinito. I jedno i drugo se te\u0161ko zara\u0111uju a lako tro\u0161e. Me\u0111utim, za razliku od novca, o poverenju se ne mo\u017ee pregovarati. Bez njega timski rad uop<\/em>\u0161te ne postoji<\/em>. Da bi saradnja cvetala, ona mora biti ukorenjena u radnom okru\u017eenju bogatom poverenjem. Za\u0161to onda toliki ljudi provode toliko vremena pri\u010daju\u0107i o u\u010dinku ne uzimaju\u0107i u obzir izvor svih timskih performansi \u2013 poverenje?<\/em><\/p>\n\n\n\n

U\u010dinak, u\u010dinak, u\u010dinak – to je mantra mnogih menad\u017eera. Dodu\u0161e, u\u010dinak je va\u017ean, ali ovo nikako ne opravdava isklju\u010divanje svega ostalog. To vidimo u sportu, gde timski duh \u010desto preovladava nad individualnim u\u010dinkom. Uz nepokolebljivo verovanje u saigra\u010de, trenera i strategiju, grupa manje talentovanih igra\u010da mo\u017ee da nadma\u0161i sastave svih zvezda. Ovo poverenje je kamen temeljac doslednog rada kao kolektiva. Njegov nedostatak \u0107e naru\u0161iti vrednost svake organizacije – u sportu i u poslovanju.<\/p>\n\n\n\n

Mnogo alata, jedna istina<\/strong><\/p>\n\n\n\n

Kao \u0161to navode bezbrojni \u010dlanci i blogovi, klju\u010d uspeha u suo\u010davanju sa poreme\u0107ajem i digitalizacijom je\u2026 popuniti prazninu. Neki autori ka\u017eu da je to agilnost. Drugi veruju da su to ve\u0161tine. Drugi se zaklinju u sposobnost u\u010denja, promene i rasta. Sve ovo ima nekog smisla. Ali \u010dak ni najagilnija, ve\u0161ta i prilagodljiva organizacija jednostavno ne mo\u017ee bez tog starog ljudskog motivatora, poverenja.<\/p>\n\n\n\n

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

Pa\u017eljiviji pogled na alate koji su preduze\u0107ima potrebni da se takmi\u010de na nestabilnim, neizvesnim, slo\u017eenim i dvosmislenim tr\u017ei\u0161tima otkriva za\u0161to je poverenje aktuelni, a ne istorijski imperativ: predvi\u0111anja profesora-filozofa Frithjofa Bergmana o pojavi \u201enovog rada\u201c su se obistinila. Pojavili su se novi stilovi menad\u017ementa kako bi se bolje upravljalo radnom snagom motivisanom mo\u017eda vi\u0161e svrhom nego profitom. Vi\u0161efunkcionalni timovi eksperimenti\u0161u vi\u0161e \u2013 i to uz vi\u0161e saradnje, \u010dak i uz pomo\u0107 virtuelnih alatki. Svi ovi alati omogu\u0107avaju da se to\u010dkovi okre\u0107u tako da organizacije mogu da se usklade sa promenama. Niko ne funkcioni\u0161e bez poverenja.<\/p>\n\n\n\n

Lepak \u017eivota<\/strong><\/p>\n\n\n\n

U biologiji i biznisu, organizmi imaju tendenciju ka rastu\u0107oj slo\u017eenosti. Dakle, \u0161ta dr\u017ei na\u0161e sve lavirintne organizacije zajedno? To je onaj kome se poveravamo; kome dajemo informacije o onome \u0161to je va\u017eno. To su ljudi kojima verujemo. Ova spremnost na komunikaciju, informisanje i deljenje znanja je gorivo koje potpiruje vatru kontinuiranog timskog u\u010denja.<\/p>\n\n\n\n

Stiven Kovi, autor knjige Sedam navika veoma efikasnih ljudi<\/em>, rekao je da je \u201epoverenje lepak \u017eivota\u201c. Smatrao je da je to najvi\u0161i oblik ljudske motivacije i klju\u010d za stvaranje organizacija visokih performansi.<\/p>\n\n\n\n

Poverenje je zaista sna\u017ean podsticaj. Vr\u0161njaci ili mentori, samo strana od poverenja mo\u017ee da nas inspiri\u0161e da usvojimo nove prakse, da se odu\u010dimo od starih navika. To ga \u010dini neprocenjivim sredstvom za upravljanje promenama.<\/p>\n\n\n\n

Sa me\u0111ufunkcionalnom, timskom saradnjom u digitalnom domenu koja danas postaje sve istaknutija u poslovanju, menad\u017eerima bi bilo mudro da neguju kulturu poverenja. Salvatore Belardo i Entoni V. Belardo su sastavili mapu puta do ove destinacije u svojoj knjizi sa prikladnim naslovom Poverenje<\/em>. U istoj oni tvrde da ve\u0107ina eti\u010dkih sistema slu\u017ei za izgradnju poverenja uglavnom kako bi se omogu\u0107ila saradnja i efikasne dru\u0161tvene i organizacione transakcije.<\/p>\n\n\n\n

Izgradnja hrama poverenja<\/strong><\/p>\n\n\n\n

Ovaj hram poverenja stoji na \u010detiri stuba \u2013 inkluzivnosti, doslednosti, govorenja istine i discipline. Nije slu\u010dajno da su upravo to vrednosti koje su u osnovi saradnje i komunikacije neophodne za pokretanje i pregovaranje o promeni.<\/p>\n\n\n\n

Neki pozdravljaju novi po\u010detak koji dolazi sa promenom. Drugi su prema istom oprezni, posebno kada ovo ugro\u017eava uspostavljeni poredak ili interese. Tradicionalnije organizacije su po prirodi teritorijalne, sa specijalizovanim odeljenjima koja ljubomorno \u010duvaju svoje domene poput mnogih srednjovekovnih zanatskih cehova. To nije pogodno za vrstu saradnje koja je potrebna da bi se postigla istinska usredsre\u0111enost na kupca.<\/p>\n\n\n\n

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

Preduze\u0107a moraju da izvr\u0161e ovu tranziciju. Jedini na\u010din da se to uradi je razumevanje kako D\u017eekovi stavovi, verovanja i pona\u0161anja uti\u010du na D\u017eil; stvaranjem uslova za pobolj\u0161anje komunikacije i re\u0161avanja problema unutar i izme\u0111u timova; aktivnim slu\u0161anjem; usa\u0111ivanjem zajedni\u010dkog ose\u0107aja svrhe. Pogodite \u0161ta – to zahteva poverenje.<\/p>\n\n\n\n

Verujte mi, uspe\u0107emo<\/strong><\/p>\n\n\n\n

Poverenje je previ\u0161e va\u017eno da bi se prepustilo slu\u010daju. Sve je u redu i dobro je nadati se da \u0107e ljudi sami do\u0107i do poverenja, ali nada nije strategija. Izgradnja poverenja mora biti deo svakog procesa transformacije u organizacijama \u2013 posebno kada se prave velike promene kao \u0161to je usvajanje nove tehnologije.<\/p>\n\n\n\n

Prelazak na ne\u0161to poput agilnih praksi mo\u017ee biti bolan – ako ne i potpuno traumati\u010dan. Duboke, rezne promene mogu uticati na poverenje. Organizacije moraju da zaustave ovu eroziju poverenja kako bi radna snaga prihvatila i maksimalno iskoristila nove prakse i alate.<\/p>\n\n\n\n

Naslovi za dva umetni\u010dka dela:
A: Upravljanje promenama se zasniva na poverenju, \u00a9 Tioni GmbH
B: Izno\u0161enje pouzdanog radnog okru\u017eenja sa pet Scrum vrednosti, \u00a9 Tioni GmbH<\/strong><\/p>\n\n\n\n

\u0160ta uraditi kako bi se izgradilo poverenje<\/strong><\/p>\n\n\n\n

Organizacije moraju da upravljaju promenama proaktivno i produktivno, a ne reaktivno. U tom cilju, njihovi lideri moraju negovati kulturu poverenja. Kako to rade?<\/p>\n\n\n\n

D\u017eek Zenger i D\u017eozef Folkman su sa\u017eeli osnove poverenja sa elegantnom jednostavno\u0161\u0107u u svojoj knjizi Tri elementa poverenja<\/em> \u2013 pozitivni odnosi, dobro rasu\u0111ivanje\/stru\u010dnost i doslednost.<\/p>\n\n\n\n

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

Su\u0161tina ove knjige je da lideri moraju da neguju odnose dr\u017ee\u0107i korak sa brigama drugih i tra\u017ee\u0107i rezultate imaju\u0107i na umu ove brige, podsti\u010du\u0107i saradnju i re\u0161avanje sukoba me\u0111u drugima, i daju\u0107i iskrene, ali konstruktivne povratne informacije.<\/p>\n\n\n\n

Pomenuti autori veruju da lider mora biti dobro informisan. Tehni\u010dke ve\u0161tine; zdravo prosu\u0111ivanje, ideje, mi\u0161ljenja i odluke; dovoljno iskustva da biste mogli da predvidite i brzo re\u0161ite probleme \u2013 to je ono \u0161to uliva poverenje.<\/p>\n\n\n\n

Njihov tre\u0107i element, doslednost, je ne\u0161to \u0161to \u010dak i mala deca mogu osetiti u autoritetnim figurama: Da li on vodi razgovor; da li radi ono \u0161to ka\u017ee da \u0107e u\u010diniti? Lideri koji \u017eele da steknu poverenje moraju da ispune ono na \u0161ta su se obavezali.<\/p>\n\n\n\n

Negujte svoju najbolju prirodu<\/strong><\/p>\n\n\n\n

Organizacija mo\u017ee u\u010diniti mnogo da neguje kulturu poverenja. Oni mogu da po\u010dnu tako \u0161to \u0107e uzeti k srcu podvrstu Neustra\u0161ive organizacije<\/em> Ejmi C. Edmondson \u2013 Stvaranje psiholo\u0161ke sigurnosti na radnom mestu za u\u010denje, inovacije i rast.<\/em> Ova knjiga detaljno istra\u017euje psiholo\u0161ke aspekte poverenja. Jedan od glavnih zaklju\u010daka je da davanje drugima koristi od sumnje gradi poverenje. Psiholo\u0161ka sigurnost \u2013 klju\u010dni faktor koji omogu\u0107ava timski u\u010dinak \u2013 dolazi kada drugi daju prednost sumnje onima koji tra\u017ee pomo\u0107 ili priznaju gre\u0161ke.<\/p>\n\n\n\n

Kultura poverenja cveta u inkluzivnom okru\u017eenju vo\u0111enom vrednostima i poduprtom uzajamnim po\u0161tovanjem. Uvene u timovima koji gube vreme i resurse na samoza\u0161titu i osvetu i imaju malo podsticaja da rizikuju i inoviraju.<\/p>\n\n\n\n

Timovi mogu da po\u010dnu da grade okru\u017eenje od poverenja tako \u0161to \u0107e prvo opisati kako \u017eele da sara\u0111uju. Tioni intervencije po\u010dinju tako \u0161to dovode sve u\u010desnike da razvijaju ove principe kao kolektiv i neguju zajednicu po\u0161tovanja, otvorenosti, fokusa, posve\u0107enosti i hrabrosti. Timovi na kraju rade na agilan na\u010din, ali sa nekim rutinama i ceremonijama koje obezbe\u0111uju strukturu.<\/p>\n\n\n\n

Jednom kada svi prihvate dogovorene principe, imaju jasan plan za zagovaranje doslednih akcija i pona\u0161anja potrebnih za ja\u010danje odnosa. Podsti\u010demo \u010dlanove tima da prepoznaju stru\u010dnost, znanje i snage drugih, ali tako\u0111e koristimo alate kao \u0161to je matrica delegacija, rutine kao \u0161to su runde povratnih informacija i komisije za odlu\u010divanje, i ceremonije kao \u0161to su redovni sprinterski doga\u0111aji da bismo ugradili dobre navike i promovisali odgovornost.<\/p>\n\n\n\n

Davanje svima ulog i mi\u0161ljenje stavlja \u010dlanove tima u jednake uslove kako bi stvorili kredibilitet koji nedostaje mnogim \u0161emama promena odozgo nadole. U\u010dinak se meri preko KPI-ja kori\u0161\u0107enjem ENPS, NPS, pitanja za skaliranje o emocijama i Tioni provere zrelosti tima BELIEFS. Rezultati nam govore \u0161ta dalje da radimo. Pode\u0161avamo na\u0161 na\u010din razmi\u0161ljanja kako bismo naglasili bilo koji cilj koji zahteva vi\u0161e pa\u017enje \u2013 kontinuirano u\u010denje, aktivno slu\u0161anje, jasnu i otvorenu komunikaciju i povratne informacije \u010dak i u neprijatnim situacijama, servant leadership, hrabrije dono\u0161enje odluka i jo\u0161 mnogo toga.<\/p>\n\n\n\n

Rezultat<\/strong><\/p>\n\n\n\n

Lideri treba da \u017eele da im se veruje. Sa dobrim razlogom: Mo\u017eda je najva\u017enija lekcija koju smo nau\u010dili obavljanjem kou\u010dinga sa liderima da radna snaga procenjuje u\u010dinak menad\u017eera kroz so\u010divo poverenja!<\/p>\n\n\n\n

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

Prednosti radnog mesta u odnosu na poverenje u stvarnom svetu su mnoge: ose\u0107aj psiholo\u0161ke sigurnosti raspr\u0161uje strah od pravljenja gre\u0161aka i podsti\u010de inovacije. Otvorena, iskrena i inkluzivna kultura podsti\u010de povratne informacije koje poma\u017eu u otklanjanju ponavljaju\u0107ih nedostataka i gre\u0161aka radi pobolj\u0161anja proizvoda i usluga.<\/p>\n\n\n\n

Ljudi koji mogu da ra\u010dunaju na svoje kolege i oslone se na iste su produktivniji. Poverenje osna\u017euje ljude da budu svoji, da se zauzmu jedni za druge i urade ono \u0161to obe\u0107aju. To im daje dozvolu da govore istinu. To podsti\u010de eksperimentisanje.<\/p>\n\n\n\n

Timovi postaju bolji dok njihovi \u010dlanovi dele informacije i u\u010de jedni od drugih. Organizacije pobe\u0111uju jer je otpornija radna snaga podlo\u017enija novim strukturama, procesima i kulturama. Poverenje ve\u0107e odgovornosti timovima nagra\u0111uje se odgovornijim na\u010dinom razmi\u0161ljanja koji na kraju svima donese dobro.<\/p>\n\n\n\n

Potrebni su dani, nedelje, meseci ili \u010dak godine da se ponovo izgradi poverenje izgubljeno u trenu. Evo \u0161ta je Gete rekao o poverenju: \u201eStvari koje su najva\u017enije nikada ne smeju biti prepu\u0161tene na milost i nemilost stvarima koje su najmanje va\u017ene. Poverenje je va\u017eno. Izgradite ga i mudro ulo\u017eite da biste iskoristili izvor efikasnog timskog rada. Odr\u017eiv poslovni uspeh \u0107e sigurno uslediti.<\/p>\n","protected":false},"excerpt":{"rendered":"

Zapa\u017eanje da je poverenje kao novac nije ni\u0161ta novo, ali i dalje zvu\u010di istinito. I jedno i drugo se te\u0161ko zara\u0111uju a lako tro\u0161e. Me\u0111utim, za razliku od novca, o poverenju se ne mo\u017ee pregovarati. […]<\/a><\/p>\n<\/div>","protected":false},"author":201,"featured_media":6188,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[41,60],"tags":[],"class_list":{"0":"post-6198","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-agile-sr","8":"category-primenjeni-biznis"},"yoast_head":"\nPOVERENJE \u2013 izvor efikasnog timskog rada - 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\/poverenje-izvor-efikasnog-timskog-rada\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"POVERENJE \u2013 izvor efikasnog timskog rada - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Zapa\u017eanje da je poverenje kao novac nije ni\u0161ta novo, ali i dalje zvu\u010di istinito. 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