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【職場心理學】捱咗十年,每日返工返到想喊——係你唔識走,定係有把聲一直話你唔配走?
Advice Columnist

【職場心理學】捱咗十年,每日返工返到想喊——係你唔識走,定係有把聲一直話你唔配走?

七點半出門,坐落辦公室椅,你已經係自動波。 你知自己唔開心,已經知咗好耐。上司成日當住人面貶低你、你嘅 proposal 永遠俾人推翻、做多做少同樣冇人認可。但每次諗起辭職,個心就會扯住:「而家樓市咁差,唔敢冒險」;「做咗咁多年,而家走等於白費」;「會唔會其實係我自己唔夠好,去到邊都一樣?」 有時你喺廁格裡坐咗五分鐘,唔係因為有需要,而係因為你需要一個可以唔駛笑嘅地方。 朋友問你:「唔開心點解唔走?」你答:「你唔明。」你自己都唔知你喺等咩。 喺輔導工作中,我遇到唔少打工仔,做緊一份唔開心嘅工作,少則三年,多則十幾年。佢哋唔係唔想改變——佢哋係相信咗自己逃唔走。 你以為係你唔夠膽、唔夠叻?唔係嘅。喺心理學入面,呢個叫「習得性無助」(Learned Helplessness)——當一個人長期喺一個環境裡,無論點努力都改變唔到結果,大腦最終會停止嘗試——即使出口就喺眼前,你嘅神經系統都已經唔相信佢係真嘅(Seligman, 1972)。 仲有另一個陷阱,叫「沉沒成本謬誤」(Sunk Cost Fallacy)——因為已經投入咗十年青春,就唔捨得離開。但係,過去付出咗幾多,唔代表未來要繼續走落去(Arkes & Blumer, 1985)。 就好似喺茶餐廳叫咗個難食嘅套餐——食咗一半,唔好食,但係俾咗錢,你就繼續硬食。結果唔係賺番,係連個胃都傷埋。 跳出呢個陷阱,第一步唔係立刻辭職,而係重新認識自己:「我係一個有咩能力、有咩價值嘅人?」 試吓做一份自己嘅「能力盤點」——過去十年,你學到嘅技能、你處理過嘅困難、你建立嘅人際網絡。唔係為咗即刻走,而係讓自己知道:你係有選擇嘅,你有能力去到另一個地方。 你唔係冇得走。只係有一段時間,你唔相信自己可以。 今晚返到屋企,唔需要諗辭職日期。只係靜靜問自己一句:「如果我知道自己唔會失敗,我想做咩?」 唔使即刻有答案。讓呢個問題,在心裡輕輕落地。 你值得一份令你早晨起床,唔需要先死去一次先出門嘅工作。 參考資料Seligman, M. E. P. (1972). Learned helplessness. Annual Review of Medicine, 23, 407–412.Arkes, H. R., & Blumer, C. (1985). The psychology of sunk cost. Organizational Behavior and Human Decision Processes, 35(1), 124–140.

【仁面秀心】管理與藝術思維「仁面秀心」與藝術三月
Advice Columnist

【仁面秀心】管理與藝術思維「仁面秀心」與藝術三月

香港作為亞洲國際藝術中心,每年三月的「藝術三月」盛事為企業提供了將藝術融入管理的絕佳場域。其中,巴塞爾藝術展香港展會(Art Basel Hong Kong)與藝術中環(Art Central)不僅是藝術交易平台,更是企業實踐「仁面秀心」管理哲學的立體教室。 透過 Art Basel 建立「面」與「仁」的企業形象Art Basel 作為全球頂級的藝術博覽會,匯聚了來自41個國家和地區的240間頂尖畫廊。企業透過參與或贊助此類盛事,能有效實踐「面」與「仁」的管理維度。 建立管治風範(面):如同瑞銀集團(UBS)作為 Art Basel 逾30年的全球首席合作夥伴,企業透過支持高質量的文化活動,向外界展現了超越純商業利益的宏大格局與文化底蘊。這種「面」的建立,能大幅提升客戶與合作夥伴的信任感。 深化共情與關係(仁):Art Basel 提供的企業款待方案(Corporate Hospitality Packages)為企業創造了一個非正式、充滿美感的交流空間。管理者帶領團隊或客戶在藝術品前進行對話,能打破傳統商業談判的防備心,透過對藝術作品的共同感受與探討,建立更深層的情感連結與共鳴(仁) 。 透過 Art Central 激發「秀」與「心」的創新能量相較於 Art Basel 的藍籌定位,進入第二個十年的 Art Central 則以「發現導向」(Discovery-Led)為核心,強調實驗性與跨學科對話,匯聚了逾百家藝廊與500多位新興藝術家。這為企業培養「秀」與「心」提供了豐富的養分: 突破框架的才華展現(秀):Art Central 2026 的創意項目探討了科技與生活經驗的交織,例如香港藝術家 Kaitlyn Hau 將雙相情緒轉化為數據驅動的編舞裝置。企業若能組織團隊參訪此類具備高度實驗性的展覽,能有效刺激員工跳脫既有思維,學習藝術家如何將抽象問題「視覺化」與「綜合化」,進而提升解決複雜商業問題的創新能力。 在喧囂中找尋初心(心):Art Central 的表演藝術項目《Endless Night and Midnight Sun》探討了AI時代下被壓縮的時間感與集體節奏。管理者在觀賞這些探討當代焦慮與生存狀態的作品時,能獲得深刻的自我反思機會,在快速變動的商業節奏中重新錨定內在的平靜與企業的初心(心)。 「仁面秀心」提供了一個內外兼修的東方管理哲學框架,而藝術則為這個框架注入了實踐的活水。在當代企業經營中,藝術思維已不再是可有可無的點綴,而是不可或缺的核心能力。透過將視覺、表演、文學與音樂等藝術形式系統性地融入管理培訓,並積極參與如 Art Basel 與 Art Central 等國際藝術盛事,企業不僅能培育出具備高情緒智慧與創造力的領導者,更能打造出一個既有高績效又充滿人文關懷的組織文化。

Will AI Take Over The World? Debunking The Truth
Advice Columnist

Will AI Take Over The World? Debunking The Truth

Artificial Intelligence (AI) is transforming various aspects of our society, from healthcare to entertainment. However, this rapid advancement often leads to questions and concerns: “Will AI take over the world?” ‍ On that subject, today’s article aims to debunk common myths and provide a balanced view of AI’s potential impacts on our lives. Learn more […]

Artificial Intelligence, Robotics, and the Interaction and Future Development of Data Models
Advice Columnist

Artificial Intelligence, Robotics, and the Interaction and Future Development of Data Models

In today’s world, the rapid development of technology is reshaping our way of life. The combination of artificial intelligence, robotics, and data model interaction has not only brought about significant changes in the scientific community but is also gradually demonstrating its influence in everyday life. From groundbreaking advancements in healthcare to the convenience of smart homes, the integration of these technologies heralds a new future. Entering a more intelligent and automated era which offers unprecedented convenience and even presenting unprecedented challenges. This article will explore the current status, potential, and the challenges we must face regarding this trend.

The Battle Between AI and Humans
Advice Columnist

The Battle Between AI and Humans

In a closed-door meeting held on 15th September in the United States, a comprehensive regulatory oversight on the rapid development of AI technology and its potential threats was discussed. Chuck Schumer, the leader of the majority party in the US Senate, presided over the grand meeting, and 60 senators attended, including Elon Musk, the founder of Tesla, Sundar Pichai of Google’s parent company Alphabet, Mark Zuckerberg of Facebook, Bill Gates, the founder of Microsoft, and Satya Nadella, the CEO of Microsoft. Musk’s words were particularly eye-catching. He bluntly stated that AI errors will lead to serious consequences, and if immediate regulatory actions are not taken, we may not be able to turn the tide.

職場英文口語:如何打開話題?
Workplace English

職場英文口語:如何打開話題?

在職場上,良好的社交應對技巧至關重要,一段簡單的對話也可能為你帶來成功的機遇。碰到外國同事,如何用英文開始交談?要是不知如何開口,以下是一些輕鬆易學的開場白,以及如何禮貌、得體地結束談話的方法。

【IT事務所】Blackberry 時代結束帶來的啟示
Advice Columnist

【IT事務所】Blackberry 時代結束帶來的啟示

曾經被喻為保安最完善, 近乎是每位行政人員必備的 Blackberry 完成歷史任務, 在今年1月4 日起停止支援。這個名牌手機曾經連前美國總統奧巴馬都愛不釋手, 直至2009年上任後仍捨不得拋棄他的黑莓機; 然而, 最終敵不過時代巨輪, 有人認為它的死因是商業策略的錯誤, 例如太遲採用Android 系統, 亦有人認為隨著蘋果觸控螢幕手機iPhone問世與Android系統迅速發展,採用封閉式系統的黑莓機逐漸失去競爭優勢, 情況像諾基亞(Nokia)、摩托羅拉(Motorola)等著名廠商一樣, 逐漸喪失原有的佔有率。

Handling difficult colleagues and customers – Part 1
Workplace English

Handling difficult colleagues and customers – Part 1

Do you have a colleague that misses every deadline? Had to deal with angry customers with endless complaints? A workmate or manager that criticises your work? We all have to deal with difficult people in our lives, but how do we handle them while remaining professional at work? Here are some tips to help you next time you’re faced with a challenging situation.

Using the correct tone in formal emails (Part 1)
Workplace English

Using the correct tone in formal emails (Part 1)

We’ve all been there. You’re writing an email to a client or colleague. Before you hit send, you quickly skim your email for errors. Grammar, spelling and punctuation? Everything looks fine. You click send, confident of a job well done. Later, you receive a reply and something isn’t quite right. Your usually cordial colleague seems oddly distant. Your long-term client’s response to your enquiry is terse. Frankly, it’s all a bit awkward. What could have gone wrong?

【職場浮世繪】「疫」境自強搵筍工
Advice Columnist

【職場浮世繪】「疫」境自強搵筍工

抗疫是持久戰爭!當社會普遍出現抗疫疲勞之際,筆者於今期專欄跟大家分享一則有關職場的正面消息,希望為上班族及年輕人打打氣……..

為何你應該使用密碼管理員?
Advice Columnist

為何你應該使用密碼管理員?

根據一項網上調查,發現超過7成用戶有超過10個網上帳戶,而大多數情況下都會於不同的帳戶重用密碼。更有3成用戶表示自己實在有太多帳戶,連自己也不清楚有多少個。縱然保安專家常常建議用戶應該為每一個帳戶設下不同的密碼,執行上卻是不切實際:一個正常千禧年代互聯網用戶,動輒就有四五十個帳戶,要以人腦記住四五十個不同帳戶的電郵已是Mission Impossible ,更何況是密碼呢? 問題所在 這項調查揭示了一個嚴重的問題: 互聯網無遠弗屆,網上應用如Google、WhatsApp為人類生活方便良多,但要安全使用這些應用,就必須有一個有效的方法管理密碼,但普遍用戶對如何有效管理密碼,其實是一籌莫展。 一個良好的密碼管理(Password Management)策略,應該遵從以下幾個原則: 密碼必須要有足夠強度 人類天生就會覺得自己與別不同,一句有趣句子就將這個世上普遍的錯覺綜合起來。 Everyone thinks they are unique until they have to create a username 事實也確實如此,自己名字的username總是被人捷足先登,因此很多人的username往往要加上出生日期才可以成功注冊。密碼也是同理, 人們常常以為自己的密碼很特別,不會有其他人使用,研究卻發現,很多密碼經常被世界各地的人重用: 最常用的Password系列(Password,password1),也就是password的變種、 I love you系列(不同語言的i love you變種)…

Smiling confident businesswoman making phone call using laptop in office, successful millennial female boss talking on mobile at work, friendly secretary contacting consulting client by cellphone
HR Career Success

How to Conduct a Proper Phone Interview + Sample Questions

When hiring, you don’t want to be wasting time meeting candidates who don’t meet the requirements of the job. Instead, your goal should be to narrow down the candidate pool to a manageable size so you can better identify the candidates who will be right for your role.