{"id":12518,"date":"2021-04-30T09:22:41","date_gmt":"2021-04-30T09:22:41","guid":{"rendered":"https:\/\/efectio.com\/?p=12518"},"modified":"2021-05-20T14:59:56","modified_gmt":"2021-05-20T14:59:56","slug":"socialas-iesaistisanas-nozime-darba-vieta","status":"publish","type":"post","link":"https:\/\/efectio.com\/lv\/socialas-iesaistisanas-nozime-darba-vieta\/","title":{"rendered":"Soci\u0101l\u0101s iesaist\u012b\u0161an\u0101s noz\u012bme darba viet\u0101"},"content":{"rendered":"\n<h1 class=\"has-text-align-center\"><strong>Soci\u0101l\u0101s iesaist\u012b\u0161an\u0101s noz\u012bme darba viet\u0101<\/strong><\/h1>\n\n\n\n<p><em>Lai darbinieki sp\u0113tu efekt\u012bv\u0101k sasniegt uz\u0146\u0113muma misiju un nospraustos m\u0113r\u0137us, svar\u012bgi par\u016bp\u0113ties par kol\u0113\u0123u soci\u0101l\u0101s mijiedarb\u012bbas l\u012bmeni, iesaisti un salied\u0113t\u012bbu. Salied\u0113 savu komandu jau tagad ar Efectio darbinieku iesaistes platformu. Uzzini vair\u0101k: <a href=\"https:\/\/efectio.com\/lv\/\">Efectio pied\u0101v\u0101jums<\/a><\/em><\/p>\n\n\n\n<ol><li><strong>Soci\u0101l\u0101s mijiedarb\u012bbas loma darbinieku iesaist\u012b\u0161an\u0101<br><\/strong>1.1. K\u0101p\u0113c socializ\u0113\u0161an\u0101s darb\u0101 ir svar\u012bga?<br>1.2. K\u0101 socializ\u0113\u0161an\u0101s ir saist\u012bta ar darbinieku iesaist\u012b\u0161anos darba proces\u0101?<br>1.3. K\u0101das socializ\u0113\u0161an\u0101s aktivit\u0101tes uzlabo iesaist\u012b\u0161anos?<br>1.4. K\u0101da veida sarun\u0101m ir noz\u012bme soci\u0101laj\u0101 iesaist\u0113?<br>1.5. K\u013c\u016bdas, kas kav\u0113 soci\u0101l\u0101s iesaist\u012b\u0161an\u0101s procesu<\/li><li><strong>Padomi, lai izveidotu izcilu komandas darbu un sadarb\u012bbu<br><\/strong>2.1. K\u0101 ir saist\u012bti komandas darbs un sadarb\u012bba?<br>2.2. Kas j\u0101\u0146em v\u0113r\u0101, lai veicin\u0101tu veiksm\u012bgu komandas darbu un sadarb\u012bbu?<br>2.3. Komandas apvieno\u0161ana ar p\u0101rredzam\u012bbu un uztic\u012bbas veido\u0161anu<\/li><li><strong>Soci\u0101l\u0101s un saskarsmes prasmes individu\u0101l\u0101 l\u012bmen\u012b<br><\/strong>3.1. Komunik\u0101cijas nodibin\u0101\u0161ana<br>3.2. Sasaistes veido\u0161ana<br>3.3. K\u0101 izveidot sp\u0113c\u012bgas savstarp\u0113jas attiec\u012bbas?<br>3.4. Soci\u0101l\u0101 m\u0101c\u012b\u0161an\u0101s att\u012bst\u012bbai<br>3.5. Interesanti kursi, kas att\u012bsta soci\u0101l\u0101s prasmes<br><strong>Nobeigums<\/strong><\/li><\/ol>\n\n\n\n<h2>Ievads<\/h2>\n\n\n\n<p>M\u016bsdien\u0101s uz\u0146\u0113mumi cen\u0161as noteikt konkr\u0113tas v\u0113rt\u012bbas un m\u0113r\u0137us, lai rad\u012btu pat\u012bkamu uz\u0146\u0113muma vidi darbiniekiem, dotu darbiniekiem iesp\u0113ju b\u016bt komandas sast\u0101v\u0101 un akt\u012bvi piedal\u012bties darba proces\u0101, apg\u016bstot korporat\u012bvo soci\u0101lo atbild\u012bbu un ilgtermi\u0146a darbinieku iesaist\u012b\u0161anos darba procesos. <\/p>\n\n\n\n<p>&#8220;Dinamiskas un ilgtsp\u0113j\u012bgas komp\u0101nijas izveides atsl\u0113ga ir atrast veidus, k\u0101 iesaist\u012bt visus darbiniekus, s\u0101kot no augst\u0101k\u0101 l\u012bme\u0146a vad\u012bt\u0101jiem l\u012bdz mont\u0101\u017eas darbiniekiem, kuri person\u012bgi iesaist\u0101s ikdienas korporat\u012bv\u0101s ilgtsp\u0113j\u012bbas centienos,&#8221;&nbsp; uz\u0146\u0113muma &#8220;Unilever&#8221; izpilddirektors Pols Polmans<\/p>\n\n\n\n<p>Soci\u0101l\u0101 iesaist\u012b\u0161an\u0101s var b\u016bt da\u013ca no uz\u0146\u0113muma kult\u016bras, kas rada pat\u012bkamu darba vidi darbiniekiem un vienlaikus veicina uz\u0146\u0113muma efektivit\u0101ti un produktivit\u0101ti. K\u0101 \u0161\u012bs lietas ir savstarp\u0113ji saist\u012btas un k\u0101 veicin\u0101t soci\u0101lo l\u012bdzdal\u012bbu?<\/p>\n\n\n\n<h2>1. Soci\u0101l\u0101s mijiedarb\u012bbas loma darbinieku iesaist\u012b\u0161an\u0101<\/h2>\n\n\n\n<h2>1.1. K\u0101p\u0113c socializ\u0113\u0161an\u0101s darb\u0101 ir svar\u012bga?<\/h2>\n\n\n\n<p>K\u0101 komunik\u0101cijas process socializ\u0101cija ietver person\u012bgo att\u012bst\u012bbu, m\u0101c\u012b\u0161anos un darbinieku potenci\u0101lo izaugsmi.<\/p>\n\n\n\n<p>\u0160is process ietekm\u0113 savstarp\u0113j\u0101s attiec\u012bbas, inform\u0101cijas apmai\u0146u un katra indiv\u012bda prasmes, jo komunik\u0101cija ar cilv\u0113kiem ir nepiecie\u0161ama, lai neapst\u0101tos att\u012bst\u012bb\u0101.<\/p>\n\n\n\n<p>&#8220;L\u012bdz pat 80% uz\u0146\u0113mumu biznesa procesu uzlabo\u0161anai izmanto soci\u0101l\u0101s sadarb\u012bbas r\u012bkus.&#8221;<\/p>\n\n\n\n<p><strong>&nbsp;<\/strong>[avots: <a href=\"https:\/\/www.mckinsey.com\/business-functions\/mckinsey-digital\/our-insights\/how-social-tools-can-reshape-the-organization\">Mckinsey<\/a>]&nbsp;<\/p>\n\n\n\n<p>Galvenie socializ\u0113\u0161an\u0101s <a href=\"https:\/\/journals.plos.org\/ploscompbiol\/article?id=10.1371\/journal.pcbi.1003355\">ieguvumi<\/a> darba viet\u0101:<\/p>\n\n\n\n<ul><li><strong>Palielin\u0101ta efektivit\u0101te un efekt\u012bv\u0101ka darba komanda. <\/strong>Kad darba kolekt\u012bvs k\u013c\u016bst vienots, izveidojas labs kontakts un tiek izveidota sazi\u0146a starp darbiniekiem, uz\u0146\u0113mums k\u013c\u016bst emp\u0101tisk\u0101ks, jo darbinieki var efekt\u012bvi sadarboties un ar izpratni virz\u012bties uz konkr\u0113tiem m\u0113r\u0137iem. Da\u017ereiz neizteiktas lietas sare\u017e\u0123\u012b vai kav\u0113 veiksm\u012bgu darba procesu, samazinot produktivit\u0101ti un efektivit\u0101ti. Salied\u0113ta komanda var efekt\u012bvi veikt savu darbu, pien\u0101kumus, izprotot citu darbinieku l\u012bdzdal\u012bbu un noz\u012bmi.<\/li><\/ul>\n\n\n\n<ul><li><strong>God\u012bgums. <\/strong>Tas ir b\u016btisks faktors probl\u0113mu, str\u012bdu un neskaidr\u012bbu risin\u0101\u0161an\u0101, jo kol\u0113\u0123i, kuri var att\u012bst\u012bt neform\u0101las attiec\u012bbas sav\u0101 starp\u0101, j\u016btas br\u012bvi viens ar otru. Piln\u012bgi form\u0101las attiec\u012bbas var kav\u0113t atv\u0113rt\u012bbu starp darbiniekiem, jo, \u013caujot vi\u0146iem justies br\u012bviem, socializ\u0101cija ar\u012b pal\u012bdz\u0113s saprast viens otru. God\u012bgums noz\u012bm\u0113 ar\u012b to, ka darbinieki ciena viens otru, sp\u0113j veidot pla\u0161\u0101kus dialogus un p\u0101rrun\u0101t situ\u0101ciju darb\u0101.<\/li><\/ul>\n\n\n\n<ul><li><strong>Iedvesmo veidot sadarb\u012bbu. <\/strong>Veiksm\u012bgas socializ\u0101cijas rezult\u0101t\u0101 darbinieki v\u0113l\u0113sies izveidot vair\u0101k kontaktu, kas veicina produkt\u012bv\u0101ku darba sniegumu. Socializ\u0113\u0161an\u0101s aktivit\u0101tes mudina darboties kop\u0101.<\/li><\/ul>\n\n\n\n<ul><li><strong>Uzlabota labsaj\u016bta.<\/strong> Socializ\u0113\u0161an\u0101s palielina pozit\u012bvas emocijas un darba prieku. <a href=\"https:\/\/www.medicalnewstoday.com\/articles\/321019#Why-are-we-a-social-species?\">P\u0113t\u012bjumi<\/a> r\u0101da, ka darbiniekiem, kuri vair\u0101k socializ\u0113jas, ir liel\u0101ka mor\u0101le darba viet\u0101, k\u0101 rezult\u0101t\u0101 \u0161iem kol\u0113\u0123iem ir lab\u0101ka vesel\u012bba. Darba vide ir pat\u012bkama, ja taj\u0101 valda draudz\u012bba.<\/li><\/ul>\n\n\n\n<ul><li><strong>\u201cT\u012bklo\u0161an\u0101s\u201d<\/strong>. M\u016bsdien\u0101s sp\u0113jai izmantot t\u012bklo\u0161anos jeb jaunu kontaktu dibin\u0101\u0161anu ir iz\u0161\u0137iro\u0161a noz\u012bme lielaj\u0101 inform\u0101cijas daudzum\u0101 un pieejamajos resursos. Kontakti un inform\u0101cijas ieg\u016b\u0161ana var b\u016bt noder\u012bga turpm\u0101kaj\u0101 darb\u0101 un citos procesos. Cie\u0161a sazi\u0146a ar saviem kol\u0113\u0123iem var pal\u012bdz\u0113t uzlabot \u0161o t\u012bklu.<\/li><\/ul>\n\n\n\n<p><strong>&#8220;80% profesion\u0101\u013cu uzskata, ka pan\u0101kumus karjer\u0101 var uzlabot, izmantojot profesion\u0101lu t\u012bklo\u0161anos.&#8221; <\/strong>[Avots: <a href=\"https:\/\/news.linkedin.com\/2017\/6\/eighty-percent-of-professionals-consider-networking-important-to-career-success\">LinkedIn Newsroom<\/a>]<\/p>\n\n\n\n<h2>1.2. K\u0101 socializ\u0113\u0161an\u0101s ir saist\u012bta ar darbinieku iesaist\u012b\u0161anos darba proces\u0101?<\/h2>\n\n\n\n<p>Konkr\u0113t\u0101 darba vide, kolekt\u012bvs un tas, ko m\u0113s dar\u0101m darb\u0101, ir neat\u0146emama ikdienas sast\u0101vda\u013ca. M\u0113s darb\u0101 pavad\u0101m v\u0113l vair\u0101k laika nek\u0101 m\u0101j\u0101s, t\u0101p\u0113c darbinieku visp\u0101r\u0113j\u0101 saj\u016bta ir balst\u012bta uz darba produktivit\u0101ti, darba kult\u016bru un kop\u0113jo komandu, cik viegli ir str\u0101d\u0101t kop\u0101 un sazin\u0101ties ar kol\u0113\u0123iem.<\/p>\n\n\n\n<p>Pilnv\u0113rt\u012bga darbinieku iesaist\u012b\u0161an\u0101s darba uzdevumos nav iesp\u0113jama, ja darbinieks nav ieinteres\u0113ts konkr\u0113ta uz\u0146\u0113muma darb\u012bb\u0101, realiz\u0113jot kop\u012bgo redz\u0113jumu un m\u0113r\u0137us, kas ir iesp\u0113jams, m\u0101coties, saprotot un sazinoties. Darbinieks var socializ\u0113ties, nodibinot kontaktu ar darba dev\u0113ju vai vad\u012bt\u0101ju un ar darba komandu.<\/p>\n\n\n\n<h2>1.3. K\u0101das socializ\u0113\u0161an\u0101s aktivit\u0101tes uzlabo iesaist\u012b\u0161anos?<\/h2>\n\n\n\n<ol><li><strong>Individu\u0101las sarunas ar vad\u012bt\u0101ju<\/strong><\/li><\/ol>\n\n\n\n<p>Sarunas ar darba dev\u0113ju vai vad\u012bt\u0101ju nav svar\u012bgas tikai no s\u0101kuma, lai pie\u0146emtu darb\u0101 darbiniekus un piedal\u012btos darba intervij\u0101s. Neatkar\u012bgi no form\u0101la vai neform\u0101la vad\u012bbas stila ir svar\u012bgi apzin\u0101ties darba galvenos m\u0113r\u0137us un veicamos uzdevumus, lai tos sasniegtu.<\/p>\n\n\n\n<p>Diskusijas ar vad\u012bt\u0101ju ir svar\u012bgas ar\u012b tad, ja darba proces\u0101 ir k\u0101das neskaidr\u012bbas, ieteikumi vai s\u016bdz\u012bbas. Person\u012bga saruna ar\u012b veicin\u0101s lab\u0101ku sadarb\u012bbu, lai veicin\u0101tu iesaist\u012b\u0161anos darba proces\u0101. Sarunas bie\u017ei sniedz liel\u0101ku ieguld\u012bjumu uz\u0146\u0113muma darb\u012bb\u0101 un socializ\u0101cijas proces\u0101 nek\u0101 rakstiskas aptaujas. Sarunas laik\u0101 ir iesp\u0113jams uzdot papildu jaut\u0101jumus atkar\u012bb\u0101 no situ\u0101cijas un t\u0113mas un daudz s\u012bk\u0101k izskaidrot savu viedokli vai izskaidrot radu\u0161os situ\u0101ciju. Tom\u0113r \u0161\u012bs individu\u0101l\u0101s sarunas b\u016bs noder\u012bgas tikai gad\u012bjum\u0101, ja darb\u0101 ir rad\u012bta t\u0101da vide, kur darbinieki j\u016btas \u0113rti, sarun\u0101joties par gr\u016bt\u012bb\u0101m un jebkura veida jaut\u0101jumiem.<\/p>\n\n\n\n<ol start=\"2\"><li><strong>Atsauksmes par paveikto<\/strong><\/li><\/ol>\n\n\n\n<p>Da\u013ca no darbinieku veiksm\u012bgas iesaist\u012b\u0161an\u0101s darba proces\u0101 ir atgriezenisk\u0101s saites veido\u0161ana. Ned\u0113\u013cas vai m\u0113ne\u0161a laik\u0101 darbiniekiem j\u0101sniedz atsauksmes un j\u0101saka viedoklis par paveiktajiem darba uzdevumiem, k\u0101di jaunumi vai ieteikumi. T\u0101p\u0101t b\u016btu j\u0101vaic\u0101 ar\u012b pa\u0161iem darbiniekiem p\u0113c vi\u0146u atsauksm\u0113m.<\/p>\n\n\n\n<p>P\u0113c <a href=\"https:\/\/www.businessnewsdaily.com\/15272-employee-experience-engagement.html\">p\u0113t\u012bjuma<\/a> datiem<em> &#8211; <\/em>starp respondentiem 67% atzina, ka atsauksmju snieg\u0161ana darba dev\u0113jam ir &#8220;v\u0113rt\u012bgs mana laika izmantojums&#8221;, un 60% teica, ka vi\u0146i izj\u016bt &#8220;lielu v\u0113lmi&#8221; sniegt atsauksmes, ja tas noz\u012bm\u0113tu, ka uz\u0146\u0113mums att\u012bst\u012bsies. Savuk\u0101rt tikai 44% atzina, ka vi\u0146u darba dev\u0113ji uzklausa darbinieku viedokli, un 40% uzskata, ka vi\u0146u atsauksmes tiks \u0146emtas v\u0113r\u0101.<\/p>\n\n\n\n<p>Ab\u0101m atgriezenisk\u0101s saites proces\u0101 iesaist\u012btaj\u0101m pus\u0113m b\u016btu j\u0101apzin\u0101s, ka atsauksmes nav paredz\u0113tas k\u0101 apzin\u0101ta kritika vai uzbrukums, jo to galvenais m\u0113r\u0137is ir atbalsta un sadarb\u012bbas veicin\u0101\u0161ana.<\/p>\n\n\n\n<ol start=\"3\"><li><strong>Dal\u012b\u0161an\u0101s sasniegumos un neveiksm\u0113s<\/strong><\/li><\/ol>\n\n\n\n<p>Lai viens otru motiv\u0113tu, daloties pan\u0101kumos un pal\u012bdzot atrast risin\u0101jumus probl\u0113msitu\u0101cij\u0101s, ir nepiecie\u0161ams regul\u0101ri sazin\u0101ties un rad\u012bt uz\u0146\u0113mum\u0101 jaunu ieradumu. Ned\u0113\u013cas vai m\u0113ne\u0161a sarunas ar darbiniekiem un starp darbiniekiem pal\u012bdz\u0113s izprast katra individu\u0101l\u0101s stipr\u0101s un v\u0101j\u0101s puses. Tas savuk\u0101rt pal\u012bdz\u0113tu sasniegt uz\u0146\u0113muma m\u0113r\u0137us un saprast, kas kav\u0113 to sasnieg\u0161anu.<\/p>\n\n\n\n<ol start=\"4\"><li><strong>Savstarp\u0113ja iedro\u0161in\u0101\u0161ana<\/strong><\/li><\/ol>\n\n\n\n<p>Tas attiecas ar\u012b uz iepriek\u0161 min\u0113tajiem punktiem, jo iz\u0161\u0137iro\u0161s aspekts ir iedro\u0161in\u0101juma vai pal\u012bdz\u012bbas snieg\u0161ana gr\u016bt\u012bb\u0101s, kas atkl\u0101j, cik sp\u0113c\u012bga galu gal\u0101 ir komanda. \u0160\u0101dam atbalstam j\u0101n\u0101k dabiski un bez darbinieku piespie\u0161anas, jo tas nor\u0101da ar\u012b uz komandas salied\u0113t\u012bbu un vienot\u012bbu. Katra individu\u0101l\u0101 motiv\u0101cija ir svar\u012bgs virz\u012bt\u0101jsp\u0113ks, ta\u010du atbalsts vai uzmundrin\u0101juma v\u0101rdi pal\u012bdz neapst\u0101ties pie \u0161\u0137\u0113r\u0161\u013ciem un turpin\u0101t str\u0101d\u0101t pie ies\u0101kt\u0101. T\u0101d\u0101 veid\u0101 tiek veidota uz\u0146\u0113muma iek\u0161\u0113j\u0101 kult\u016bra, kas var rad\u012bt pozit\u012bvu un pat\u012bkamu darba vidi.<\/p>\n\n\n\n<h2>1.4. K\u0101da veida sarun\u0101m ir noz\u012bme soci\u0101laj\u0101 iesaist\u0113?<\/h2>\n\n\n\n<ul><li><strong>Atv\u0113rtas sarunas. <\/strong>\u0160\u0101das sarunas paver jaunas perspekt\u012bvas un iesp\u0113jas veidot labu sadarb\u012bbu un izstr\u0101d\u0101t pl\u0101nus. \u0160\u012bs sarunas ir t\u0101das, kur\u0101s m\u0113s apkopojam savas lab\u0101k\u0101s idejas, g\u016bstam ieskatu un papla\u0161in\u0101m viedokli. \u0160\u0101das sarunas darba viet\u0101 var mudin\u0101t l\u012bderus uz\u0146emties iniciat\u012bvu.<\/li><\/ul>\n\n\n\n<ul><li><strong>Sarunas par potenci\u0101lu. <\/strong>Uz\u0146\u0113muma vad\u012bt\u0101js veido \u0161\u0101das sarunas, lai atkl\u0101tu un nov\u0113rt\u0113tu eso\u0161o darbinieku potenci\u0101lu un izceltu vi\u0146u lab\u0101ko. L\u012bderiem ir b\u016btiska ietekme, k\u0101ds b\u016bs vi\u0146a darbinieka skat\u012bjumu uz sevi.<\/li><\/ul>\n\n\n\n<p>Dartmutas profesors Sidnejs Finkel\u0161teins gr\u0101mat\u0101 &#8220;Superbosi&#8221; (<a href=\"https:\/\/hbr.org\/2016\/01\/secrets-of-the-superbosses\"><em>Superbosses<\/em><\/a>) atkl\u0101ja, ka &#8220;visneparast\u0101kie pasaules priek\u0161nieki izce\u013c savos cilv\u0113kos neizmantotos talantus. K\u0101da potenci\u0101la atz\u012b\u0161ana un noformul\u0113\u0161ana rada darbu ciklu, kur\u0101 cilv\u0113ki dara vair\u0101k, jo uzskata, ka var.\u201d<\/p>\n\n\n\n<ul><li><strong>Ener\u0123iju pie\u0161\u0137iro\u0161as sarunas. <\/strong>Ener\u0123ija ir ierobe\u017eota, t\u0101p\u0113c t\u0101s potenci\u0101lu var izmantot uzpl\u016bda br\u012b\u017eos. Tas var pozit\u012bvi uzl\u0101d\u0113t visu komandu, veicin\u0101t jaunu ideju un entuziasma ra\u0161anos. Ener\u0123iju noteikti nevajadz\u0113tu pazaud\u0113t, bet tie\u0161i dal\u012bties ar citiem un veicin\u0101t to, att\u012bstot idejas, iedvesmu un v\u0113lmi uzreiz paveikt ies\u0101kto vai s\u0101kt jaunu darbu. Tas ir darba dev\u0113ja uzdevums &#8211; regul\u0101ri iedvesmot savu komandu.<\/li><\/ul>\n\n\n\n<ul><li><strong>M\u0113r\u0137tiec\u012bgas sarunas. <\/strong>Tuk\u0161as sarunas bie\u017ei aizpilda laiku, bet nerezult\u0113jaas efekt\u012bv\u0101 komunik\u0101cij\u0101. Lai sasniegtu individu\u0101los un uz\u0146\u0113muma m\u0113r\u0137us, ir svar\u012bgi katrai sarunai pie\u0161\u0137irt konkr\u0113tu v\u0113rt\u012bbu un m\u0113r\u0137i.<\/li><\/ul>\n\n\n\n<p><em>\u201cT\u0101 k\u0101 m\u0113r\u0137is katram no mums ir tik personisks, vad\u012bba, kas v\u0113las tur doties kop\u0101 ar mums, par\u0101da r\u016bpes par citiem ne tikai k\u0101 darbiniekiem, bet ar\u012b k\u0101 cilv\u0113kiem. To darot, palielin\u0101s lojalit\u0101te un sekot\u0101ju skaits, kas uzlabo sniegumu,\u201d <\/em>Krist\u012b Hed\u017ea, l\u012bder\u012bbas trenere.<\/p>\n\n\n\n<h2>1.5. K\u013c\u016bdas, kas kav\u0113 soci\u0101l\u0101s iesaist\u012b\u0161an\u0101s procesu<\/h2>\n\n\n\n<p>Ne visas \u012bstenot\u0101s idejas vai neapdom\u012bgas darb\u012bbas vienm\u0113r veicin\u0101s darbinieku iesaist\u012b\u0161anos. Ne vienm\u0113r darbojas princips \u201cvair\u0101k ir lab\u0101k\u201d. T\u0101tad, k\u0101das ir tipisk\u0101s k\u013c\u016bdas, kuras darba dev\u0113ji bie\u017ei pie\u013cauj?<\/p>\n\n\n\n<ol><li><strong>Nicin\u0101jums pret darbiniekiem<\/strong><\/li><\/ol>\n\n\n\n<p>Darbinieku nicin\u0101\u0161ana vai neiev\u0113r\u012bba piln\u012bb\u0101 grauj darbinieku motiv\u0101ciju, lojalit\u0101ti un v\u0113lmi kontakt\u0113ties. Lai gan nevajadz\u0113tu klus\u0113t par darbinieku k\u013c\u016bd\u0101m vai maz\u0101k veiksm\u012bgiem risin\u0101jumiem, j\u0101sp\u0113j pateikt to cilv\u0113c\u012bgi un piekl\u0101j\u012bgi, nepazemojot otru. \u0160\u012b maz\u0101 nianse bie\u017ei saboj\u0101 darba dev\u0113ja attiec\u012bbas ar darbiniekiem.<\/p>\n\n\n\n<ol start=\"2\"><li><strong>Netiek uzslav\u0113ts labi padar\u012bts darbs<\/strong><\/li><\/ol>\n\n\n\n<p>J\u0101iem\u0101c\u0101s nov\u0113rt\u0113t darbinieku paveiktais darbs, jo tas veicina uz\u0146\u0113muma att\u012bst\u012bbu. Darba vad\u012bt\u0101jam nevajadz\u0113tu vilcin\u0101ties uzslav\u0113t darbinieku izcilo darbu. Pret\u0113j\u0101 gad\u012bjum\u0101 laika gait\u0101 darbinieki, kuri patie\u0161\u0101m iegulda savu laiku un cent\u012bbu darb\u0101, zaud\u0113s savu produktivit\u0101ti, efektivit\u0101ti un ieguld\u012bjumu.<\/p>\n\n\n\n<ol start=\"3\"><li><strong>V\u0101ja komunik\u0101cija<\/strong><\/li><\/ol>\n\n\n\n<p>Nepiln\u012bgas socializ\u0113\u0161an\u0101s gad\u012bjum\u0101 abas puses zaud\u0113 iesp\u0113ju sadarboties, dal\u012bties idej\u0101s vai nodot svar\u012bgu inform\u0101ciju. Svar\u012bga inform\u0101cija darbaviet\u0101 var b\u016bt jebkas, kas saist\u012bts ar darba procesu un vidi; piem\u0113ram, jebkuras neizteiktas nianses vai piel\u0101gojumi darba izpild\u0113 var kav\u0113t darba piln\u012bgu izpildi.<\/p>\n\n\n\n<ol start=\"4\"><li><strong>Nav laika diskusij\u0101m<\/strong><\/li><\/ol>\n\n\n\n<p>Veicot savu darbu meh\u0101niski, iev\u0113rojot termi\u0146us, darbinieks nedara neko nepareizu, ta\u010du tas neveicina atgriezenisk\u0101s saites veido\u0161anos vai darba uzlabo\u0161anas procesu. Atkl\u0101tas sarunas, diskusijas par izvirz\u012btajiem m\u0113r\u0137iem un to sasnieg\u0161anu ir ieteicamas ne tikai augst\u0101kaj\u0101 vad\u012bbas l\u012bmen\u012b, bet ar\u012b ar citiem darbiniekiem, lai vi\u0146i justos k\u0101 da\u013ca no uz\u0146\u0113muma. Prec\u012bzi ieteikumi jebkuram darbiniekam b\u016bs noder\u012bgi darba proces\u0101 un \u013caus uz visu paskat\u012bties no cita skatu punkta.<\/p>\n\n\n\n<ol start=\"5\"><li><strong>Nelielas un atk\u0101rtotas san\u0101ksmes<\/strong><\/li><\/ol>\n\n\n\n<p>Neap\u0161aub\u0101mi, san\u0101ksmes ir da\u013ca no sazi\u0146as ar darbiniekiem. Tom\u0113r, ja t\u0101s k\u013c\u016bst bezv\u0113rt\u012bgas bez noteikta m\u0113r\u0137a vai nesniedz nek\u0101du v\u0113rt\u012bgu un jaunu inform\u0101ciju, t\u0101 ir tikai laika iz\u0161\u0137ie\u0161ana.<\/p>\n\n\n\n<h2>2. Padomi, lai izveidotu izcilu komandas darbu un sadarb\u012bbu<\/h2>\n\n\n\n<h2>2.1. K\u0101 ir saist\u012bti komandas darbs un sadarb\u012bba?<\/h2>\n\n\n\n<p><strong>Apm\u0113ram 75% darba dev\u0113ju komandas darbu un sadarb\u012bbu v\u0113rt\u0113 k\u0101 \u201e\u013coti svar\u012bgu\u201d, tom\u0113r tikai 18% darbinieku sav\u0101s darb\u012bbas p\u0101rskatos sa\u0146em komunik\u0101cijas nov\u0113rt\u0113jumus. <\/strong>[Avots: <a href=\"https:\/\/online.queens.edu\/about-queens\/news\/queens-university-charlotte-examines-what-millennials-and-managers-expect\">Queens University of Charlotte<\/a>]<\/p>\n\n\n\n<p>Str\u0101d\u0101jot vien\u0101 komand\u0101, ir j\u0101iem\u0101c\u0101s uztic\u0113ties vienam otram, kas ir sevi\u0161\u0137i b\u016btiski darbojoties saspringtos termi\u0146os. Sadarb\u012bbas uzdevumi ar\u012b pal\u012bdz\u0113s individu\u0101lai izaugsmei, jo, apst\u0101joties pie uzdevuma, ar kuru tik gr\u016bti tikt gal\u0101, b\u016bs noder\u012bga kol\u0113\u0123u pal\u012bdz\u012bba un kop\u012bgs ieguld\u012bjums darba proces\u0101.<\/p>\n\n\n\n<p>Vai komandas darbs var b\u016bt k\u0101 sap\u0146u darbs? Ikdien\u0101 tik bie\u017ei atrodoties darba viet\u0101, kol\u0113\u0123i k\u013c\u016bst par otro \u0123imeni, jo kop\u0101 tiek pavad\u012bts daudz laika. Atbalsto\u0161ai darba komandai j\u0101b\u016bt vad\u012bt\u0101ja priorit\u0101tei, lai rad\u012btu pat\u012bkamu iek\u0161\u0113jo darba vidi. Darbinieki sp\u0113j papildin\u0101t viens otra stipr\u0101s puses un mazin\u0101t v\u0101jo punktu ietekmi uz darbu. T\u0101p\u0113c sadarb\u012bbai un komandas darbam ir iz\u0161\u0137iro\u0161a loma jebkura biznesa pan\u0101kumos.<\/p>\n\n\n\n<p>Komandas efektivit\u0101tes pamatus noteica D\u017e. Ri\u010dards Hakmans, pionieris organizatorisk\u0101s uzved\u012bbas jom\u0101, kur\u0161 s\u0101ka stud\u0113t komandas 1970. gados. Vair\u0101k nek\u0101 40 gadu p\u0113t\u012bjumu laik\u0101 vi\u0146\u0161 atkl\u0101ja revolucion\u0101ru ieskatu: sadarb\u012bbai vissvar\u012bg\u0101kais nav komandas locek\u013cu person\u012bba, attieksme vai uzved\u012bbas stils. T\u0101 viet\u0101 komand\u0101m ir j\u0101iev\u0113ro noteikti \u201cpamatnosac\u012bjumi\u201d.<\/p>\n\n\n\n<p>&#8220;Efektivit\u0101tes iesp\u0113jam\u012bba palielin\u0101s, ja komanda (1) ir \u012bsta komanda, nevis komanda tikai p\u0113c nosaukuma, (2) ir p\u0101rliecino\u0161s darba virziens, (3) ir labv\u0113l\u012bga strukt\u016bra, kas atvieglo, nevis kav\u0113 komandas darbu, (4) darbojas atbalsto\u0161\u0101 organizatorisk\u0101 kontekst\u0101 un (5) ir pieejams pla\u0161s ekspertu kou\u010ds komandas darb\u0101 \u201d (<a href=\"https:\/\/balancedcurve.com\/creating-effective-teams-6-conditions-that-deliver-outstanding-performance\/\">avots<\/a>).<\/p>\n\n\n\n<h2>2.2. Kas j\u0101\u0146em v\u0113r\u0101, lai veicin\u0101tu veiksm\u012bgu komandas darbu un sadarb\u012bbu?<\/h2>\n\n\n\n<p>Veiksm\u012bga un salied\u0113ta komanda var b\u016bt pamats produktivit\u0101tei un veiksm\u012bgai uz\u0146\u0113m\u0113jdarb\u012bbai:&nbsp; \u201c<em>54% darbinieku apgalvo, ka stipra kop\u012bbas izj\u016bta (izcili kol\u0113\u0123i, starpposmu svin\u0113\u0161ana, kop\u012bga misija) vi\u0146us uz\u0146\u0113mum\u0101 notur\u0113ja ilg\u0101k, nek\u0101 tas bija vi\u0146u interes\u0113s.\u201d<\/em><\/p>\n\n\n\n<ul><li><a href=\"https:\/\/vitalitychicago.com\/blog\/best-size-for-my-agile-team-high-performing-teams-magic-number\/\"><strong>Ir pier\u0101d\u012bts, ka ide\u0101lais komandas lielums ir no 5 l\u012bdz 9 cilv\u0113kiem.<\/strong><\/a><strong> <\/strong>Gan lieliem, gan maziem uz\u0146\u0113mumiem ir j\u0101izveido darbinieku komandas, kuras var dal\u012bties idej\u0101s, vienoties un pan\u0101kt kompromisus, t\u0101p\u0113c tas ir optim\u0101lais darbinieku skaits komand\u0101, lai str\u0101d\u0101tu produkt\u012bvi un dal\u012btos pien\u0101kumos.<\/li><\/ul>\n\n\n\n<ul><li><strong>Daudzpus\u012bga komanda. <\/strong>Past\u0101v uzskats, ka komand\u0101 vajadz\u0113tu past\u0101v\u0113t labai \u0137\u012bmijai, ta\u010du da\u017ereiz vienl\u012bdz\u012bgi un ar vien\u0101diem sp\u0113kiem izraudz\u012bta darbinieku grupa nevar atrast rado\u0161us risin\u0101jumus un pieejas veicamajiem uzdevumiem. Kult\u016bras, dom\u0101\u0161anas un sp\u0113ju daudzveid\u012bba ir b\u016btiska.<\/li><\/ul>\n\n\n\n<ul><li><strong>Maz\u0101kas darba komandas p\u0101rsp\u0113j atsevi\u0161\u0137us \u0123\u0113nijus. <\/strong>Fr\u0101ze \u201cNeviens nav sala\u201d ir noz\u012bm\u012bga m\u016bsdienu biznes\u0101. \u0160is teiciens nor\u0101da, ka neviens cilv\u0113ks nav piln\u012bgi pa\u0161pietiekams. Str\u0101d\u0101jot komand\u0101 l\u012bdz 5 cilv\u0113kiem, ir iesp\u0113jams atrast daudz lab\u0101kus risin\u0101jumus nek\u0101 individu\u0101li uz\u0146emties daudzus pien\u0101kumus.&nbsp;<\/li><\/ul>\n\n\n\n<ul><li><strong>Sp\u0113c\u012bga socializ\u0113\u0161an\u0101s un starppersonu prasmes. <\/strong>Starppersonu prasmes ir galvenais faktors komandas veiksm\u012bgai darb\u012bbai. Tom\u0113r \u0161\u012bs prasmes ir atkar\u012bgas no katra komandas indiv\u012bda. Ta\u010du ir iesp\u0113jams pal\u012bdz\u0113t uzlabot soci\u0101l\u0101s prasmes kautr\u012bgiem vai maz\u0101k komunikabliem cilv\u0113kiem, lai vi\u0146i p\u0113c tam var\u0113tu str\u0101d\u0101t kop\u0101 komand\u0101.<\/li><\/ul>\n\n\n\n<ul><li><strong>Atv\u0113rt\u012bba sadarboties. <\/strong>Darbiniekus nevar piespiest, izvirzot ultim\u0101tus vai izsakot draudus. Atv\u0113rta komunik\u0101cija, kas ir tie\u0161i saist\u012bta ar komandas visp\u0101r\u0113j\u0101m soci\u0101laj\u0101m prasm\u0113m, ir iz\u0161\u0137iro\u0161s faktors sadarb\u012bbas vides veido\u0161an\u0101. Viens veids, k\u0101 veicin\u0101t komandas garu un atv\u0113rt\u012bbu darbinieku vid\u016b, ir ar vad\u012bt\u0101ja vai darba dev\u0113ja centieniem. Ja darba dev\u0113js j\u016btas br\u012bvi paust savu viedokli, uzdot jaut\u0101jumus un s\u0101kt sarunu ar darbiniekiem, tas rad\u012bs atv\u0113rtu atmosf\u0113ru.<\/li><\/ul>\n\n\n\n<ul><li><strong>Ap\u0146em\u0161an\u0101s nodro\u0161in\u0101t lab\u0101ko. <\/strong>Alg\u0101m un pr\u0113mij\u0101m nevajadz\u0113tu b\u016bt prim\u0101rajam darbinieku motiv\u0113t\u0101jam, jo iek\u0161\u0113jais gandar\u012bjums, v\u0113lme pilnveidoties un sasniegt noteiktus m\u0113r\u0137us dod daudz vair\u0101k. Kad pa\u0161i darbinieki b\u016bs motiv\u0113ti dar\u012bt darbu un ieguld\u012bt savu laiku, vi\u0146i b\u016bs gatavi str\u0101d\u0101t komand\u0101 darba uzdevumu izpild\u0113.&nbsp;<\/li><\/ul>\n\n\n\n<p>Viens ieteikums veiksm\u012bgas un salied\u0113tas komandas izveido\u0161anai ir atv\u0113rt\u012bba un sp\u0113c\u012bgas savstarp\u0113j\u0101s saskarsmes prasmes, ta\u010du t\u0101s nevar realiz\u0113t bez savstarp\u0113jas uztic\u0113\u0161an\u0101s. \u012apa\u0161i jaun\u0101 darba viet\u0101 un jaun\u0101 darba komand\u0101 visiem ir gr\u016bti vienlaikus uztic\u0113ties, bet tas, savuk\u0101rt, ietekm\u0113 salied\u0113tas komandas izveidi. Vai ir k\u0101da \u012bpa\u0161a atsl\u0113ga savstarp\u0113jai uztic\u012bbai citiem un kol\u0113\u0123u tic\u012bbai jums? K\u0101 nebaid\u012bties pa\u013cauties vienam uz otru un \u013caut veiksm\u012bgai sadarb\u012bbai?<\/p>\n\n\n\n<p>Tas prasa laiku, kop\u012bgi veicot uzdevumus vai pat pie\u013caujot k\u013c\u016bdas, ta\u010du nav neiesp\u0113jami pak\u0101peniski s\u0101kt uztic\u0113ties jau no pirm\u0101s dienas darba viet\u0101.<\/p>\n\n\n\n<p>Saska\u0146\u0101 ar jauno uz\u0146\u0113muma \u201cEdelman\u201d aptauju &#8220;Uztic\u012bbas barometrs&#8221;, kur\u0101 piedal\u012bj\u0101s 33 000 cilv\u0113ku 28 valst\u012bs, <strong>katrs tre\u0161ais cilv\u0113ks neuzticas darba dev\u0113jam<\/strong>. Uztic\u012bba samazin\u0101s no augst\u0101kaj\u0101m poz\u012bcij\u0101m l\u012bdz zem\u0101kaj\u0101m. Piem\u0113ram, 64% vad\u012bt\u0101ju uzticas sav\u0101m organiz\u0101cij\u0101m, savuk\u0101rt tikai 51% mened\u017eeru un 48% p\u0101r\u0113jo darbinieku pazi\u0146oja, ka uzticas sav\u0101m organiz\u0101cij\u0101m.<\/p>\n\n\n\n<p>Ja komandai nav savstarp\u0113jas uztic\u0113\u0161an\u0101s, veiksm\u012bgai komandai neb\u016bs pamata. \u0160\u012b situ\u0101cija var b\u016bt saist\u012bta ar to, ka darbiniekiem ir bijusi neveiksm\u012bga iepriek\u0161\u0113j\u0101 darba pieredze ar kol\u0113\u0123iem, sadarb\u012bba vai attiec\u012bbas ar darba vad\u012bt\u0101ju. Protams, darbiniekiem patiks uztur\u0113ties vid\u0113, kur\u0101 visi ir loj\u0101li, uzticami, uzvedas atbilsto\u0161i, ir atv\u0113rti komunik\u0101cijai vai veicina pozit\u012bvu darba vidi. Uztic\u012bba \u013cauj kop\u012bgi p\u0101rvar\u0113t izaicin\u0101jumus, sasniegt m\u0113r\u0137us un p\u0101rvar\u0113t gr\u016bt\u012bbas, sarun\u0101joties sav\u0101 starp\u0101.<\/p>\n\n\n\n<p>\u0160o posmu l\u012bdz savstarp\u0113jas uztic\u0113\u0161an\u0101s br\u012bdim var saukt par uztic\u012bbas veido\u0161anu, jo tas ir pak\u0101penisks veidojums, kur\u0101 ir iesaist\u012btas vismaz divas puses. Nav v\u0113rts gaid\u012bt br\u012bnumu, ka tas notiks pats no sevis un ka iek\u0161\u0113j\u0101s \u0161aubas, bailes vai nezi\u0146a atrisin\u0101sies.<\/p>\n\n\n\n<h2>2.3. Komandas apvieno\u0161ana ar p\u0101rredzam\u012bbu un uztic\u012bbas veido\u0161anu<\/h2>\n\n\n\n<p>\u0160\u0137iet, ka savstarp\u0113ja cie\u0146a ir saprotama, bet ko noz\u012bm\u0113 p\u0101rredzam\u012bba? Vai p\u0101rredzam\u012bba noz\u012bm\u0113 god\u012bgumu? K\u0101das uztic\u012bbas veido\u0161anas aktivit\u0101tes var b\u016bt noder\u012bgas un rad\u012bt uztic\u012bbu? K\u0101 var apvienot savu komandu?<\/p>\n\n\n\n<p><strong>Apvieno savu komandu<\/strong><\/p>\n\n\n\n<p>Ir oblig\u0101ti j\u0101izveido uz\u0146\u0113muma iek\u0161\u0113j\u0101 vide un komanda t\u0101, lai neveidotos tenkas un baumas. Tas grauj uztic\u012bbu un pozit\u012bvu darba vidi. Lai vair\u0101k salied\u0113tu komandu, ir nepiecie\u0161ami vismaz da\u017ei kop\u012bgi veicami uzdevumi, jo tikai kop\u012bgs darbs komand\u0101 \u013cauj atv\u0113rties, uztic\u0113ties un lab\u0101k iepaz\u012bties.<\/p>\n\n\n\n<p><strong>P\u0101rredzam\u012bba<\/strong><\/p>\n\n\n\n<p>P\u0101rredzam\u012bba ir saist\u012bta ar atkl\u0101t\u012bbu, ta\u010du taj\u0101 ietilpst ar\u012b citi aspekti: god\u012bgums un taisn\u012bgums. Tas ir svar\u012bgi, veidojot savstarp\u0113ju uztic\u0113\u0161anos, jo p\u0101rredzam\u012bba atkl\u0101j atbild\u012bbu komunik\u0101cijas proces\u0101. Piem\u0113ram, p\u0113c uzdevuma izpild\u012b\u0161anas vai, glu\u017ei pret\u0113ji, p\u0113c k\u013c\u016bdas ir svar\u012bgi sniegt atkl\u0101tu atgriezenisko saiti, ne tikai slav\u0113t paveikto, bet atkl\u0101ti run\u0101t par pie\u013cautaj\u0101m k\u013c\u016bd\u0101m vai to, kas b\u016btu j\u0101uzlabo. Tas ietekm\u0113s ar\u012b turpm\u0101ko darbu un sadarb\u012bbu, samazinot darbinieka iesp\u0113jas izdar\u012bt to pa\u0161u k\u013c\u016bdu.<\/p>\n\n\n\n<p>Cits piem\u0113rs &#8211; darbinieks atz\u012bst un var run\u0101t par sav\u0101m neveiksm\u0113m un k\u013c\u016bd\u0101m, bet cen\u0161as pan\u0101kt lab\u0101kus rezult\u0101tus un uzlabojumus. Daudzi darba dev\u0113ji un kol\u0113\u0123i to nov\u0113rt\u0113 k\u0101 soli uz priek\u0161u savstarp\u0113j\u0101 uztic\u012bb\u0101.<\/p>\n\n\n\n<p><strong>Komandas salied\u0113\u0161anas aktivit\u0101tes<\/strong><\/p>\n\n\n\n<p>\u0160\u0101du darb\u012bbu m\u0113r\u0137is ir veidot savstarp\u0113ju mor\u0101li un uztic\u012bbu komand\u0101m. Piem\u0113ram, interesants veids, k\u0101 kol\u0113\u0123i var san\u0101kt kop\u0101, ir uz pap\u012bra uzrakst\u012bt ko labu un pozit\u012bvu par otru, uzlabojot dienu un rakstot to, kas sen nav izteikts. \u0160\u0101das aktivit\u0101tes ne tikai palielina uztic\u012bbu, bet ar\u012b veicina iesaist\u012b\u0161anos darba proces\u0101.<\/p>\n\n\n\n<p>Bie\u017ei vien, str\u0101d\u0101jot vien\u0101 komand\u0101, m\u0113s tik labi nepaz\u012bstam savus kol\u0113\u0123us. M\u0113\u0123iniet izveidot jaut\u0101jumu sp\u0113li, lai uzzin\u0101tu vair\u0101k par kol\u0113\u0123u interes\u0113m, aizraujo\u0161iem piedz\u012bvojumiem vai m\u0113r\u0137iem.&nbsp;<\/p>\n\n\n\n<h2>3. Soci\u0101l\u0101s un saskarsmes prasmes individu\u0101l\u0101 l\u012bmen\u012b<\/h2>\n\n\n\n<h2>3.1. Komunik\u0101cijas nodibin\u0101\u0161ana<\/h2>\n\n\n\n<p>Savstarp\u0113j\u0101 komunik\u0101cija ir liela priek\u0161roc\u012bba, jo j\u016bs varat dal\u012bties sav\u0101s dom\u0101s, ba\u017e\u0101s, v\u0113lm\u0113s un vajadz\u012bb\u0101s. Apsprie\u017eot, ap\u0161aubot vai izlemjot, ko un k\u0101 dar\u012bt t\u0101l\u0101k, tiek veidota turpm\u0101ka domas un idejas att\u012bst\u012bba. \u0160ie ir iemesli, k\u0101p\u0113c vajadz\u0113tu dom\u0101t ar\u012b par iek\u0161\u0113jo komunik\u0101ciju, ne tikai run\u0101jot, prezent\u0113jot vai tiekoties ar svar\u012bgiem partneriem.<\/p>\n\n\n\n<p>Liel\u0101k\u0101 da\u013ca cilv\u0113ku pat nedom\u0101 par komunik\u0101cijas paradumiem vai par to, kas b\u016btu j\u0101maina katru dienu. Slikta komunik\u0101cija noved\u012bs pie abpus\u0113jas v\u0113lmes vairs nesazin\u0101ties. T\u0101tad, nedom\u0101jot par iesp\u0113jam\u0101m sek\u0101m, neuzman\u012bga ikdienas saruna var izrais\u012bt sliktu rezult\u0101tu.<\/p>\n\n\n\n<p><strong>K\u0101 mazin\u0101t neskaidr\u012bbas vai sazi\u0146as saboj\u0101\u0161anas iesp\u0113ju? No k\u0101 var izvair\u012bties?<\/strong><\/p>\n\n\n\n<ol><li><strong>Komunik\u0101cija gan k\u0101 process, gan k\u0101 m\u0113r\u0137is<\/strong><\/li><\/ol>\n\n\n\n<p>Komunik\u0101cijas procesa m\u0113r\u0137is var b\u016bt savstarp\u0113ja sapratne, inform\u0101cijas nodo\u0161ana un apmai\u0146a. Nesasniedzot gala m\u0113r\u0137i, komunik\u0101cijas ieguvums var\u0113tu b\u016bt pats process, kad j\u016bs varat ieg\u016bt kaut ko jaunu par otra cilv\u0113ka manier\u0113m, veidu un sazi\u0146u.<\/p>\n\n\n\n<ol start=\"2\"><li><strong>Izr\u0101di cie\u0146u pret otru cilv\u0113ku<\/strong><\/li><\/ol>\n\n\n\n<p>Gan klausoties, gan sa\u0146emot inform\u0101ciju, nododot to citiem, j\u0101atceras pa\u0161saprotama piekl\u0101j\u012bba un cie\u0146a. Nepat\u012bkami ikdienas paradumi rada sliktu iespaidu un neveido labu komunik\u0101ciju. Vai ar\u012b, run\u0101jot ar klientu pa t\u0101lruni, negaid\u012bts p\u0101rtraukums nerada vislab\u0101ko atmosf\u0113ru veiksm\u012bgai sarunai.<\/p>\n\n\n\n<ol start=\"3\"><li><strong>Gatavo\u0161an\u0101s pirms nopietn\u0101kas sarunas<\/strong><\/li><\/ol>\n\n\n\n<p>Lai izvair\u012btos no neveikliem br\u012b\u017eiem, nepreciz\u0113tas inform\u0101cijas vai nepareiziem iespaidiem, ir \u013coti svar\u012bgi velt\u012bt laiku inform\u0101cijas sagatavo\u0161anai iepriek\u0161. Tas nenoz\u012bm\u0113, ka ir j\u0101raksta pl\u0101ns vai j\u0101sast\u0101da saraksts katrai nopietnai sarunai. Citreiz, lai veiksm\u012bgi sarun\u0101tos, ir svar\u012bgi iziet cauri svar\u012bg\u0101kajiem pieturas punktiem un t\u0113m\u0101m.&nbsp;<\/p>\n\n\n\n<ol start=\"4\"><li><strong>Kop\u012bga atbild\u012bba<\/strong><\/li><\/ol>\n\n\n\n<p>Jebkuras sazi\u0146as gad\u012bjum\u0101 ir iesaist\u012btas vismaz divas puses, t\u0101p\u0113c sarunas uztur\u0113\u0161ana ir atkar\u012bga no ab\u0101m. Nekad nevar visu paredz\u0113t un sagatavot ide\u0101las atbildes uz visiem jaut\u0101jumiem, neteikt neko lieku vai nepiem\u0113rotu. Lai \u0161\u0101das situ\u0101cijas nepadar\u012btu v\u0113l ne\u0113rt\u0101kas, j\u0101m\u0113\u0123ina atbild\u0113t piekl\u0101j\u012bgi, vajadz\u012bbas gad\u012bjum\u0101 uzdot jaut\u0101jumus un noskaidrot neskaidr\u012bbas.<\/p>\n\n\n\n<p><strong>Uz\u0146\u0113mumi un organiz\u0101cijas, kas efekt\u012bvi sazin\u0101s, 4,5 reizes bie\u017e\u0101k saglab\u0101 lab\u0101kos darbiniekus. <\/strong>Ar\u012b darbinieku laime nav nemain\u012bga, un darba dev\u0113jiem tas j\u0101patur pr\u0101t\u0101, izstr\u0101d\u0101jot iniciat\u012bvas. &#8220;Tas, kas k\u0101dreiz k\u0101dam sag\u0101d\u0101ja prieku, n\u0101kotn\u0113 var\u0113tu ar\u012b nesag\u0101d\u0101t, jo cilv\u0113ks pie t\u0101 pierod,&#8221; saka Giljermo Vilijs, uz\u0146\u0113muma &#8220;Globant&#8221; vad\u012bt\u0101js.<\/p>\n\n\n\n<h2>3.2. Sasaistes veido\u0161ana<\/h2>\n\n\n\n<p>Cilv\u0113ki ir soci\u0101l\u0101s b\u016btnes, kas ikdien\u0101 saskaras viens ar otru. Fakts, ka cilv\u0113ki dabiski ir soci\u0101l\u0101s b\u016btnes, ir saist\u012bts ar to, k\u0101 smadzenes regul\u0113 emocijas un izzi\u0146u. Sal\u012bdzin\u0101jumam &#8211; cilv\u0113ka soci\u0101l\u0101s uzved\u012bbas neirozin\u0101tnes p\u0113t\u012bjumi ir sam\u0113r\u0101 nov\u0101rt\u0101 atst\u0101ta t\u0113ma, neskatoties uz soci\u0101l\u0101s mijiedarb\u012bbas noz\u012bmi gar\u012bgaj\u0101 vesel\u012bb\u0101. P\u0113t\u012bjumos par cilv\u0113ku soci\u0101lo uzved\u012bbu tiek uzsv\u0113rts, ka cilv\u0113ks p\u0113c savas b\u016bt\u012bbas ir soci\u0101ls. M\u0113s \u0161\u0101d\u0101 veid\u0101 neesam \u012bpa\u0161i; gr\u016bti iedom\u0101ties k\u0101du dz\u012bvnieku, kuram soci\u0101l\u0101s uzved\u012bbas regul\u0113\u0161ana nav svar\u012bga. Pat organismos, kuriem nav nervu sist\u0113mas, var rasties kaut kas l\u012bdz\u012bgs soci\u0101lajai uzved\u012bbai. Neskatoties uz soci\u0101l\u0101s mijiedarb\u012bbas noz\u012bmi, m\u016bsu izpratne par nervu faktoriem, kas kontrol\u0113 soci\u0101lo uzved\u012bbu, ir ierobe\u017eota.<\/p>\n\n\n\n<p>Nevar noliegt, ka pat\u012bkama komunik\u0101cija ar darbiniekiem veicina pozit\u012bvu darba vidi un savstarp\u0113j\u0101s attiec\u012bbas. Giljermo Vilijs uzskata, ka laim\u012bgi cilv\u0113ki \u013cauj biznesiem darboties &#8211; un darbinieku laimi rada komandas locek\u013ci, kuri ir saj\u016bsm\u0101 un ener\u0123iski par savu darbo\u0161anos un ieguld\u012bjumu sav\u0101s komand\u0101s.<\/p>\n\n\n\n<p><em>&#8220;Laime da\u017e\u0101diem cilv\u0113kiem noz\u012bm\u0113 da\u017e\u0101das lietas, un t\u0101p\u0113c galven\u0101 uzman\u012bba j\u0101piev\u0113r\u0161 tam, lai darbinieki justos saist\u012bti un iesaist\u012bti organiz\u0101cij\u0101, jo tie\u0161i tas ietekm\u0113s vi\u0146u lojalit\u0101ti un laimi,&#8221;,<\/em> nor\u0101da Vilijs.<\/p>\n\n\n\n<p>Lab\u0101m darba attiec\u012bb\u0101m nepiecie\u0161ama uztic\u0113\u0161an\u0101s, cie\u0146a, pa\u0161apzi\u0146a, iek\u013cau\u0161ana un atkl\u0101ta komunik\u0101cija. Kaut ar\u012b darbiniekam b\u016btu j\u0101veido un j\u0101uztur labas darba attiec\u012bbas ar visiem, da\u017e\u0101m attiec\u012bb\u0101m ir j\u0101velta papildu uzman\u012bba, piem\u0113ram, attiec\u012bb\u0101m starp darba dev\u0113ju un darbinieku. <em>Gallup <\/em>komp\u0101nija pat ir atkl\u0101jusi: &#8220;Vad\u012bt\u0101js viens pats var uz\u0146emties l\u012bdz pat 70% no komandas iesaist\u012b\u0161an\u0101s.&#8221;<\/p>\n\n\n\n<h2>3.3. K\u0101 izveidot sp\u0113c\u012bgas savstarp\u0113jas attiec\u012bbas?<\/h2>\n\n\n\n<ul><li><strong>Koncentr\u0113jies uz akt\u012bvu un apzin\u0101tu klaus\u012b\u0161anos. <\/strong>Cilv\u0113ki, kuri sp\u0113j ne tikai izteikt savu viedokli, bet ar\u012b uzklaus\u012bt otru run\u0101t\u0101ju, var lab\u0101k sazin\u0101ties un izveidot uzticamu saikni. Turkl\u0101t, praktiz\u0113jot uzman\u012bgu klaus\u012b\u0161anos, tu run\u0101si maz\u0101k un vair\u0101k saprat\u012bsi.<\/li><li><strong>Pie\u0161\u0137ir laiku sazi\u0146ai. <\/strong>P\u0113c darba dienas vai pusdienu p\u0101rtraukum\u0101 aiciniet kol\u0113\u0123us iedzert kafiju, ietur\u0113t pusdienas vai kop\u012bgi pastr\u0101d\u0101t. Izmantojiet p\u0101rtraukumu, lai apspriestu uzdevumus vai dal\u012btos pieredz\u0113 un ieteikumos. Vai ar\u012b iekoment\u0113jiet l\u012bdzstr\u0101dnieka LinkedIn zi\u0146u, kuru jums patika las\u012bt. \u0160\u012bs maz\u0101s darb\u012bbas prasa laiku, bet liek pamatu vesel\u012bg\u0101m attiec\u012bb\u0101m.<\/li><li><strong>Uzlabo un att\u012bsti savas prasmes. <\/strong>Labas attiec\u012bbas s\u0101kas ar lab\u0101m cilv\u0113ka prasm\u0113m, jo saikne ir atkar\u012bga no m\u016bsu pa\u0161u individu\u0101laj\u0101m prasm\u0113m. Var izm\u0113\u0123in\u0101t testu &#8220;<a href=\"https:\/\/www.mindtools.com\/pages\/article\/newTMM_36.htm\">Cik labas ir tavas cilv\u0113ka prasmes?<\/a>&#8220;, lai p\u0101rbaud\u012btu, cik labi tu sadarbojies, sazinies un tiec gal\u0101 ar konfliktiem.<\/li><li><strong>Nov\u0113rt\u0113 citus. <\/strong>Katra kol\u0113\u0123a sniegums un ieguld\u012bjums ir svar\u012bgs, pat ja darbinieki str\u0101d\u0101 da\u017e\u0101dos amatos un katru dienu nestr\u0101d\u0101 kop\u0101. Neaizmirsti katru dienu izcelt un uzslav\u0113t kol\u0113\u0123us, jo slav\u0113\u0161ana un atzin\u012bba pav\u0113rs durvis lielisk\u0101m darba attiec\u012bb\u0101m.<\/li><li><strong>Saglab\u0101 pozit\u012bvu attieksmi. <\/strong>Kol\u0113\u0123i to nov\u0113rt\u0113s un paman\u012bs, ja tiks r\u0101d\u012bts pozit\u012bvs piem\u0113rs. Tad pozit\u012bv\u0101 ener\u0123ija piesaist\u012bs citus un rad\u012bsies v\u0113lme komunic\u0113t.<\/li><\/ul>\n\n\n\n<h2>3.4. Soci\u0101l\u0101 m\u0101c\u012b\u0161an\u0101s att\u012bst\u012bbai<\/h2>\n\n\n\n<p>M\u016bsdien\u0101s uz\u0146\u0113mumi nebaid\u0101s izmantot jaunas pieejas, lai uzlabotu L&amp;D noda\u013cas procesus, sniedzot darbiniekiem iesp\u0113ju ieg\u016bt \u012bpa\u0161as prasmes uzlabot uz\u0146\u0113m\u0113jdarb\u012bbas rezult\u0101tus.<\/p>\n\n\n\n<p><strong>Vai ir iesp\u0113jams izdom\u0101t kaut ko piln\u012bgi jaunu un nebiju\u0161u?<\/strong><\/p>\n\n\n\n<p>Soci\u0101l\u0101 m\u0101c\u012b\u0161an\u0101s ietver komunik\u0101ciju, att\u012bst\u012bbu un izgl\u012bt\u012bbu. &#8220;T\u0101 ir balst\u012bta uz Stenfordas psihologa Alberta Banduras izstr\u0101d\u0101to ideju, ka m\u0113s m\u0101c\u0101mies uzved\u012bbu, nov\u0113rojot un atdarinot,&#8221; k\u0101 atkl\u0101j \u010c\u0101rlijs \u010cungs, &#8220;NovoEd&#8221; konsult\u0101ciju vec\u0101kais direktors. Kad m\u0101c\u012b\u0161an\u0101s notiek darba pl\u016bsmas laik\u0101, tas ir daudz j\u0113gpiln\u0101k un m\u0101c\u012bbu proces ir efekt\u012bv\u0101ks.<\/p>\n\n\n\n<p>\u0160\u012b nav piln\u012bgi jauna ideja, jo apm\u0101c\u012bbas darba viet\u0101s ir notiku\u0161as ar\u012b agr\u0101k, kad darbinieki var\u0113ja m\u0101c\u012bties un sazin\u0101ties ar pieredz\u0113ju\u0161iem ekspertiem un kol\u0113\u0123iem. \u0160\u012b pieeja soci\u0101lajai m\u0101c\u012bbai ir k\u013cuvusi aktu\u0101la, jo m\u016bsdien\u0101s viss strauji main\u0101s un tiecas p\u0113c uzlabojumiem.<\/p>\n\n\n\n<p>Kl\u0101tienes tik\u0161an\u0101s notiek arvien maz\u0101k, ta\u010du tas neatsver darbinieku socializ\u0113\u0161anos un iesaist\u012b\u0161anos darba proces\u0101. Tas rada sava veida izaicin\u0101jumu darba viet\u0101 gan darba dev\u0113jam, gan darbiniekiem.<\/p>\n\n\n\n<p>Neskatoties uz izaicin\u0101jumiem m\u016bsdienu darbaviet\u0101, soci\u0101l\u0101s m\u0101c\u012b\u0161an\u0101s ievie\u0161ana darba proces\u0101 \u013cauj uzlabot:<\/p>\n\n\n\n<ul><li>zin\u0101\u0161anu saglab\u0101\u0161anas r\u0101d\u012bt\u0101jus;<\/li><li>l\u012bder\u012bbu;<\/li><li>komunik\u0101ciju;<\/li><li>inov\u0101cijas;<\/li><\/ul>\n\n\n\n<p>u.c.<\/p>\n\n\n\n<p>Lai main\u012btu uzved\u012bbu un sasniegtu izaugsmi, bie\u017ei vien ir nepiecie\u0161ama soci\u0101la mijiedarb\u012bba un sadarb\u012bba. Turkl\u0101t soci\u0101l\u0101 m\u0101c\u012b\u0161an\u0101s, piem\u0113ram, kou\u010dings, mentorings un atsauksmju sa\u0146em\u0161ana no vad\u012bt\u0101jiem, ekspertiem un draugiem, ir iz\u0161\u0137iro\u0161a, lai att\u012bst\u012btu prasmes. Soci\u0101l\u0101s m\u0101c\u012b\u0161an\u0101s process uz\u0146\u0113mum\u0101 var notikt neapzin\u0101ti katru dienu, organiz\u0113jot san\u0101ksmes, apsprie\u017eot ikdienas uzdevumus un m\u0113r\u0137us.<\/p>\n\n\n\n<h2>3.5. Interesanti kursi, kas att\u012bsta soci\u0101l\u0101s prasmes<\/h2>\n\n\n\n<ol><li><strong>\u0136erme\u0146a valoda<\/strong><\/li><\/ol>\n\n\n\n<p>Neverb\u0101l\u0101 komunik\u0101cija ir da\u013ca no kontakta procesa, jo, uztverot un nov\u0113rojot otra cilv\u0113ka sign\u0101lus, izmantojot \u0137erme\u0146a valodu, bie\u017ei var lab\u0101k izprast sarunas m\u0113r\u0137i un otra attieksmi. Lai uzlabotu zin\u0101\u0161anas par \u0137erme\u0146a valodas sign\u0101liem, &#8220;Udemy&#8221; pied\u0101v\u0101 daudz da\u017e\u0101du tie\u0161saistes kursu:<\/p>\n\n\n\n<ul><li>\u0136erme\u0146a valoda uz\u0146\u0113m\u0113jiem;<\/li><li>\u0136erme\u0146a valodas nosl\u0113pumi;<\/li><li>Digit\u0101l\u0101 \u0137erme\u0146a valoda utt.<\/li><\/ul>\n\n\n\n<figure class=\"wp-block-embed\"><div class=\"wp-block-embed__wrapper\">\nhttps:\/\/www.udemy.com\/topic\/body-language\/\n<\/div><\/figure>\n\n\n\n<ol start=\"2\"><li><strong>Publisk\u0101 runa<\/strong><\/li><\/ol>\n\n\n\n<p>Prezent\u0101cijas un publiska uzst\u0101\u0161an\u0101s citu priek\u0161\u0101 var izrais\u012bt milz\u012bgu satraukumu, nenoteikt\u012bbu un neveiksm\u012bgas idejas. Tos var uzlabot m\u0113ne\u0161a vai pat ned\u0113\u013cas laik\u0101, lai palielin\u0101tu p\u0101rliec\u012bbu par sevi un publisk\u0101s uzst\u0101\u0161an\u0101s prasmes:<\/p>\n\n\n\n<ul><li><a href=\"https:\/\/www.coursera.org\/learn\/public-speaking\">https:\/\/www.coursera.org\/learn\/public-speaking<\/a><\/li><li><a href=\"https:\/\/www.udemy.com\/topic\/public-speaking\/\">https:\/\/www.udemy.com\/topic\/public-speaking\/<\/a>&nbsp;<\/li><li><a href=\"https:\/\/www.10xspeaker.com\">https:\/\/www.10xspeaker.com\/10xspeaker-online-course<\/a><\/li><\/ul>\n\n\n\n<ol start=\"3\"><li><strong>Pa\u0161apzi\u0146a un pa\u0161p\u0101rliecin\u0101t\u012bba<\/strong><\/li><\/ol>\n\n\n\n<p>Pa\u0161apzi\u0146a \u013cauj sasniegt m\u0113r\u0137us, tic\u0113t sav\u0101m idej\u0101m un pie\u0146emt efekt\u012bvus l\u0113mumus. Pa\u0161apzi\u0146a \u013caus apzin\u0101ties savas stipr\u0101s un v\u0101j\u0101s puses, nevis nov\u0113rt\u0113t sevi augst\u0101k par citiem kol\u0113\u0123iem vai necien\u012bt citu uzskatus. Lai pie\u0146emtu l\u0113mumus sare\u017e\u0123\u012bt\u0101s situ\u0101cij\u0101s vai tiktu gal\u0101 ar izaicin\u0101jumiem darba viet\u0101, ir j\u0101uzticas saviem sp\u0113kiem, prasm\u0113m un j\u0101pielieto zin\u0101\u0161anas.<\/p>\n\n\n\n<p>K\u0101 palielin\u0101t pa\u0161apzi\u0146u? Noder\u012bgi kursi jebkuram nozares speci\u0101listam vai vad\u012bt\u0101jam:<\/p>\n\n\n\n<ul><li><a href=\"https:\/\/www.udemy.com\/topic\/confidence\/\">https:\/\/www.udemy.com\/topic\/confidence\/<\/a><\/li><li><a href=\"https:\/\/www.reed.co.uk\/courses\/self-esteem\">https:\/\/www.reed.co.uk\/courses\/self-esteem<\/a><\/li><\/ul>\n\n\n\n<ol start=\"4\"><li><strong>Kritisk\u0101 un lo\u0123isk\u0101 dom\u0101\u0161ana<\/strong><\/li><\/ol>\n\n\n\n<p>Lai var\u0113tu produkt\u012bvi un kvalitat\u012bvi veikt savus darba uzdevumus un rad\u012bt pat\u012bkamu komunik\u0101ciju ar citiem, j\u0101sp\u0113j nov\u0113rt\u0113t da\u017e\u0101das situ\u0101cijas un uz t\u0101m skat\u012bties kritiski. Tas nenoz\u012bm\u0113 negat\u012bvu, bet re\u0101lu un lo\u0123isku viedokli, izdarot izv\u0113li vai l\u0113mumus. Lai att\u012bst\u012btu un uzlabotu savas kritisk\u0101s un anal\u012btisk\u0101s dom\u0101\u0161anas prasmes, tiek pied\u0101v\u0101ti tie\u0161saistes kursi:<\/p>\n\n\n\n<ul><li><a href=\"https:\/\/www.coursera.org\/courses?query=critical%20thinking\">https:\/\/www.coursera.org\/courses?query=critical%20thinking<\/a><\/li><li><a href=\"https:\/\/www.futurelearn.com\/courses\/logical-and-critical-thinking\">https:\/\/www.futurelearn.com\/courses\/logical-and-critical-thinking<\/a><\/li><\/ul>\n\n\n\n<ol start=\"5\"><li><strong>Starpkult\u016bru vad\u012bba<\/strong><\/li><\/ol>\n\n\n\n<p>Bie\u017ei vien p\u0101rpratumi biznes\u0101 ir saist\u012bti ar kult\u016bru vai pie\u0146emtiem standartiem, t\u0101p\u0113c ir svar\u012bgi b\u016bt atv\u0113rtam un apzin\u0101ties kult\u016bras at\u0161\u0137ir\u012bbas vai \u012bpatn\u012bbas. Starpkult\u016bru vad\u012bbas apguve pal\u012bdz risin\u0101t da\u017e\u0101das komunik\u0101cijas situ\u0101cijas ar citiem, kas iev\u0113ro citu kult\u016bru pie\u0146emt\u0101s normas un standartus. Tiek pied\u0101v\u0101ti \u0161\u0101di starpkult\u016bru vad\u012bbas kursi:<\/p>\n\n\n\n<ul><li><a href=\"https:\/\/www.coursera.org\/learn\/intercultural\">https:\/\/www.coursera.org\/learn\/intercultural<\/a><\/li><li><a href=\"https:\/\/www.udemy.com\/courses\/search\/?q=cross%20cultural%20management&amp;src=sac&amp;kw=cross%20cultura\">https:\/\/www.udemy.com\/courses\/search\/?q=cross%20cultural%20management&amp;src=sac&amp;kw=cross%20cultura<\/a><\/li><\/ul>\n\n\n\n<h2>Nobeigums<\/h2>\n\n\n\n<p>Soci\u0101l\u0101 iesaist\u012b\u0161an\u0101s darba viet\u0101 ir atkar\u012bga gan no darbinieka, gan no darba vides. Komunik\u0101cijai, kas veido sadarb\u012bbu, komandas darbu un veiksm\u012bgu komandu, ir visliel\u0101k\u0101 noz\u012bme soci\u0101laj\u0101 iesaist\u0113.<\/p>\n\n\n\n<p>S\u0101c ar savu iniciat\u012bvu, atv\u0113rt\u012bbu un god\u012bgumu, kas rad\u012bs labv\u0113l\u012bgus komunik\u0101cijas apst\u0101k\u013cus, nevis pas\u012bvu darbu sav\u0101 jom\u0101. Kop\u012bgi projekti, kop\u0101 pavad\u012btais laiks san\u0101ksm\u0113s \u013cauj lab\u0101k iepaz\u012bt vienam otru komand\u0101, t\u0101p\u0113c \u0161\u0101das iesp\u0113jas j\u0101izmanto komandas aktivit\u0101\u0161u veicin\u0101\u0161anai. Lai pilnveidotu sevi k\u0101 person\u012bbu, nepiecie\u0161ams sniegt liel\u0101ku ieguld\u012bjumu uz\u0146\u0113mum\u0101 un sadarb\u012bb\u0101. Pilnveidot soci\u0101l\u0101s prasmes pal\u012bdz\u0113s ar\u012b da\u017e\u0101di ie\u0161saistes kursi.<\/p>\n\n\n\n<p>M\u016bsdienu uz\u0146\u0113mum\u0101 veiksm\u012bga komanda b\u016bs daudzpus\u012bga, salied\u0113ta un m\u0113r\u0137tiec\u012bga, t\u0101p\u0113c ir svar\u012bgi iesaist\u012bties darba proces\u0101 un rad\u012bt t\u0101du vidi sev apk\u0101rt! <\/p>\n\n\n\n<p>Avoti:<\/p>\n\n\n\n<p>[1] https:\/\/www.forbes.com\/sites\/forbescoachescouncil\/2020\/10\/26\/how-to-improve-your-communication-to-counter-uncertainty\/?sh=615c489b7c01<\/p>\n\n\n\n<p>[2] https:\/\/cirkus.com\/blog\/teamwork-collaboration-workplace\/<\/p>\n\n\n\n<p>[3] https:\/\/www.forbes.com\/sites\/work-in-progress\/2017\/05\/31\/four-conversations-that-boost-employee-engagement\/?sh=689b7194277c<\/p>\n\n\n\n<p>[4] https:\/\/www.hrdive.com\/news\/why-employers-cant-leave-social-learning-to-chance\/564384\/<\/p>\n\n\n\n<p>[5] https:\/\/blog.bit.ai\/collaboration-statistics\/<\/p>\n\n\n\n<p>[6] https:\/\/zety.com\/blog\/hr-statistics#millennials-statistics<\/p>\n\n\n\n<p>[7] https:\/\/www.toolbox.com\/hr\/learning-development\/articles\/what-is-learning-and-development-objectives-strategy\/<\/p>\n\n\n\n<p>[8] Lawrence R. Frey, Sunwolf, The Handbook of Group Research and Practice, 2005<\/p>\n\n\n\n<p>[9] https:\/\/hbr.org\/2016\/06\/the-secrets-of-great-teamwork<\/p>\n\n\n\n<p>[10] https:\/\/www.ncbi.nlm.nih.gov\/pmc\/articles\/PMC2527715\/<\/p>\n","protected":false},"excerpt":{"rendered":"<p>M\u016bsdien\u0101s uz\u0146\u0113mumi cen\u0161as noteikt konkr\u0113tas v\u0113rt\u012bbas un m\u0113r\u0137us, lai rad\u012btu pat\u012bkamu uz\u0146\u0113muma vidi darbiniekiem, dotu darbiniekiem iesp\u0113ju b\u016bt komandas sast\u0101v\u0101 un akt\u012bvi piedal\u012bties darba proces\u0101, apg\u016bstot korporat\u012bvo soci\u0101lo atbild\u012bbu un ilgtermi\u0146a darbinieku iesaist\u012b\u0161anos darba procesos. <\/p>\n","protected":false},"author":1,"featured_media":11454,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"_kad_blocks_custom_css":"","_kad_blocks_head_custom_js":"","_kad_blocks_body_custom_js":"","_kad_blocks_footer_custom_js":"","_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false},"categories":[287,172],"tags":[],"aioseo_notices":[],"acf":[],"featured_image_src_large":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2.png",935,629,false],"author_info":{"display_name":"user","author_link":"https:\/\/efectio.com\/lv\/author\/user\/"},"comment_info":0,"category_info":[{"term_id":287,"name":"Darbinieku iesaiste","slug":"darbinieku-iesaiste-2","term_group":0,"term_taxonomy_id":287,"taxonomy":"category","description":"","parent":0,"count":7,"filter":"raw","cat_ID":287,"category_count":7,"category_description":"","cat_name":"Darbinieku iesaiste","category_nicename":"darbinieku-iesaiste-2","category_parent":0},{"term_id":172,"name":"Komandas salied\u0113\u0161ana","slug":"komandas-saliedesana-2","term_group":0,"term_taxonomy_id":172,"taxonomy":"category","description":"","parent":0,"count":2,"filter":"raw","cat_ID":172,"category_count":2,"category_description":"","cat_name":"Komandas salied\u0113\u0161ana","category_nicename":"komandas-saliedesana-2","category_parent":0}],"tag_info":false,"taxonomy_info":{"category":[{"value":287,"label":"Darbinieku iesaiste"},{"value":172,"label":"Komandas salied\u0113\u0161ana"}]},"uagb_featured_image_src":{"full":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2.png",935,629,false],"thumbnail":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2-150x150.png",150,150,true],"medium":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2-300x202.png",300,202,true],"medium_large":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2-768x517.png",768,517,true],"large":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2.png",935,629,false],"1536x1536":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2.png",935,629,false],"2048x2048":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/Untitled-design-2.png",935,629,false]},"uagb_author_info":{"display_name":"user","author_link":"https:\/\/efectio.com\/lv\/author\/user\/"},"uagb_comment_info":0,"uagb_excerpt":"M\u016bsdien\u0101s uz\u0146\u0113mumi cen\u0161as noteikt konkr\u0113tas v\u0113rt\u012bbas un m\u0113r\u0137us, lai rad\u012btu pat\u012bkamu uz\u0146\u0113muma vidi darbiniekiem, dotu darbiniekiem iesp\u0113ju b\u016bt komandas sast\u0101v\u0101 un akt\u012bvi piedal\u012bties darba proces\u0101, apg\u016bstot korporat\u012bvo soci\u0101lo atbild\u012bbu un ilgtermi\u0146a darbinieku iesaist\u012b\u0161anos darba procesos.","_links":{"self":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/posts\/12518"}],"collection":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/comments?post=12518"}],"version-history":[{"count":0,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/posts\/12518\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/media\/11454"}],"wp:attachment":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/media?parent=12518"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/categories?post=12518"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/tags?post=12518"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}