逆商 / Adversity Quotient

「释义」
逆商，简称AQ，是评估一个人处理压力或是挫折的能力，因此也称为是韧性的科学。
AQ是由保罗·史托兹在1997年发行《Adversity Quotient: Turning Obstacles Into Opportunities》一书中提到的。
AQ是个人成功的可能因素之一，也可以用来预估态度、心理压力、疾病、寿命、学习，以及面对环境变化的调整能力。

「应用场景」
面对不良或不称职管理层的更强逆商的确可能有益于个体员工的身心健康，但这可能不利于整个组织的绩效。沮丧的员工往往是一种预警信号，说明有更广泛的管理层和领导层问题亟待解决。

Showing higher AQ to bad or incompetent management may be helpful for individual employee well-being, but it can be damaging for the wider performance of the organization. Frustrated employees are often a warning sign of broader managerial and leadership issues which need to be addressed.
 
如果领导者将员工的乐观态度和逆商变成关键的招聘标准，那么利用员工反馈信号来发现和解决领导力或企业文化问题会变得更加困难。这好比餐馆老板说：“我将通过确保用餐者的更低标准来提高本店的评价，而不是去努力提供更好的食材或改善服务！虽然这可能会提高顾客的满意度评价”，但肯定不会提高餐馆的质量。换句话说，在身边聘用更有可能给你积极和乐观反馈的员工并不会让你更胜任自己的工作。

If leaders turn employee optimism and resilience into a key hiring criterion, then it becomes much harder to spot and fix leadership or cultural issues using employee feedback signals. It is a bit like a restaurant owner saying: “Instead of serving better food, or improving the service, I will boost my reviews by ensuring that my diners have lower standards!” While that may boost customers’ satisfaction ratings, it will certainly not raise the quality of the restaurant. Put another way, surrounding yourself with people who are more likely to give you positive and optimistic feedback does not actually make you more competent at your job.

《为什么有些人比其他人更敬业》
托马斯·卡莫洛-普雷姆兹克、刘易斯·加拉德、 迪迪埃·埃尔津加
2019年1月刊
“Is Employee Engagement Just a Reflection of Personality?”
by Tomas Chamorro-Premuzic , Lewis Garrad and Didier Elzinga