「釋義」
逆商，簡(jiǎn)稱AQ，是評(píng)估一個(gè)人處理壓力或是挫折的能力，因此也稱為是韌性的科學(xué)。
AQ是由保羅·史托茲在1997年發(fā)行《Adversity Quotient: Turning Obstacles Into Opportunities》一書中提到的。
AQ是個(gè)人成功的可能因素之一，也可以用來(lái)預(yù)估態(tài)度、心理壓力、疾病、壽命、學(xué)習(xí)，以及面對(duì)環(huán)境變化的調(diào)整能力。

「應(yīng)用場(chǎng)景」
面對(duì)不良或不稱職管理層的更強(qiáng)逆商的確可能有益于個(gè)體員工的身心健康，但這可能不利于整個(gè)組織的績(jī)效。沮喪的員工往往是一種預(yù)警信號(hào)，說(shuō)明有更廣泛的管理層和領(lǐng)導(dǎo)層問(wèn)題亟待解決。

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.
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如果領(lǐng)導(dǎo)者將員工的樂(lè)觀態(tài)度和逆商變成關(guān)鍵的招聘標(biāo)準(zhǔn)，那么利用員工反饋信號(hào)來(lái)發(fā)現(xiàn)和解決領(lǐng)導(dǎo)力或企業(yè)文化問(wèn)題會(huì)變得更加困難。這好比餐館老板說(shuō)：“我將通過(guò)確保用餐者的更低標(biāo)準(zhǔn)來(lái)提高本店的評(píng)價(jià)，而不是去努力提供更好的食材或改善服務(wù)！雖然這可能會(huì)提高顧客的滿意度評(píng)價(jià)”，但肯定不會(huì)提高餐館的質(zhì)量。換句話說(shuō)，在身邊聘用更有可能給你積極和樂(lè)觀反饋的員工并不會(huì)讓你更勝任自己的工作。

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.

《為什么有些人比其他人更敬業(yè)》
托馬斯·卡莫洛-普雷姆茲克、劉易斯·加拉德、 迪迪?！ぐ柦蚣?br>2019年1月刊
“Is Employee Engagement Just a Reflection of Personality?”
by Tomas Chamorro-Premuzic , Lewis Garrad and Didier Elzinga