What is AQ?
or AQ®, is the science of human resilience. People who successfully apply AQ
perform optimally in the face of adversity — the challenges, big and small,
that confront us each day. In fact, they not only learn from these
challenges, but they also respond to them better and faster. For businesses
and other organizations, a high-AQ workforce translates to increased
capacity, productivity, and innovation, as well as lower attrition and
higher morale. AQ science has three important facets — theory, measures, and
methods — that stem from 40 years of research and 20 years of application.
AQ theory draws from award-winning science to explain in simple terms why
some people are more resilient than others — in other words, why and how
they thrive, even in the most demanding circumstance. It also tells us what
it takes to become more resilient.
AQ measures are exceptionally robust. The statistically valid and reliable
AQ Profile is the exclusive online tool for screening applicants and
developing greater resilience in people.
AQ methods are proven — they produce measurable, permanent gains in
resilience. Our simple AQ-building process increases performance, health,
tenacity, agility, innovation, accountability, entrepreneurship, focus, and
effectiveness… among other attributes that help individuals thrive within an
Who uses AQ… and why?
AQ has benefited leading companies worldwide, including FedEx, HP, Procter &
Gamble, Marriott, Sun Microsystems, Deloitte & Touche, and 3M. AQ solutions
help businesses and other organizations:
Expand their capacities to do more… more effectively
Develop resilient leaders
Create resilient, high-performing teams
Accelerate change and fortify their culture
Strengthen morale and reduce attrition
Upgrade human capital and drive innovation
Improve customer service and sales
Hire high-performing people
What’s different about AQ?
AQ is grounded in research. It can be measured and tracked against
performance and other variables that affect business results. AQ leverages
on our natural ability to learn and change, enhancing this vital capacity.
In fact, unlike other types of learning, AQ can be permanently rewired and
strengthened. Finally, AQ methods are used for a wide array of applications
that drive your success.
有了高AQ , 你就如虎添翼了..
有了高AQ , 你就如虎添翼了..
與你在職場共勉！有了高AQ , 你就如虎添翼了 。
AQ（Adversity Quotient） , 明確地描繪出一個人的挫折忍受力 。
根據AQ專家保羅‧史托茲博士的研究 , 一個人AQ愈高 , 愈能以彈性面對逆境 , 積極樂觀 , 接受困難的挑戰 , 發揮創意找出解決方案 ,
因此能不屈不撓 , 愈挫愈勇 , 而終究表現卓越 。
相反的 , AQ低的人 , 則會感到沮喪、迷失 , 處處抱怨 , 逃避挑戰 , 缺乏創意 , 而往往半途而廢、自暴自棄 , 終究一事無成 。
AQ不但與我們的工作表現息息相關 , 更是一個人是否快樂的重要關鍵。
尤其在大環境不景氣的當下 , 不論是在職或待業 , 突發狀況的發生機率都會提高 , 因此練就一身回應逆境的好本領 , 就愈顯重要了 。
到底該怎麼做 , 才能提昇自己的AQ呢 ?
（1）凡事不抱怨 , 只解決問題 :
碰到不如意的情況 , AQ低的人會怪東怪西 , 都是別人的錯 , 害自己不能如願 , 抱怨過後 , 心情往往更加沮喪 , 而問題依舊無解 。
AQ高的人通常沒時間抱怨 , 因為他們正忙著解決問題。所以請減少抱怨的時間 , 因為少一分時間抱怨 , 就多一分時間進步 。
（2）先看優點 , 再看缺點 :
當挫折發生時 , 如果第一個念頭是 : 「完了 , 這下沒救了。」那就很難逃脫悲觀的詛咒。AQ高手的做法是 , 遇到狀況 , 先問自己 :
「現在有什麼是可珍惜的 ? 」換句話說 , 在挫折中找優勢 , 並把它轉化成進步的助力 。
例如 , 突然失業當然錯愕 , 但想一想 , 現在多了時間自己可支配 , 還有資遣費 , 於是再進修培養第二專長 , 似乎會是不錯的想法 ,
也許就此開創出另一番格局。 畢竟 , 自怨自哀解決不了問題 , 懂得在逆境中找機會 , 才是高AQ的精彩表現 。
（3）將當下的不幸 , 變成日後的「幸虧」 :
看待挫敗 , AQ高手清楚知道 , 一時的成敗並不能定一生 。
就像李安 , 大學沒考上 , 卻因此找到了自己真正的舞台 , 現在想想 , 還真「幸虧」當時沒考上大學 , 要不現在就不是這番光景了 。
因此只要保持樂觀 , 賽翁失馬焉知非福 , AQ高手就能將當下的不幸 , 變成日後回顧時的「幸虧」 。
讓我們一起提昇自己的逆境商數 , 如此一來 , 工作上的卓越成就 , 一定指日可待 。
INTELLIGENCE Quotient (IQ), measurement of raw intelligence, and Emotional
Quotient (EQ), measurement of emotional intelligence, to judge the success
of individuals are passe now. Today the new predictor of success is
Adversity Quotient (AQ). The present day high-velocity economy with its
increasing uncertainty and complexity of jobs, requires employees who can
thrive in the face of adversity.
While adversity can take any form and magnitude, from major tragedies to
minor annoyances, adversity quotient is a measure of how an individual
perceives and deals with challenges. Individuals with high AQ levels take
greater responsibility to fix problems and do not blame others for their
setbacks. They feel that the problems they face are limited in scope and can
be dealt with quickly and effectively. Those who can't handle adversity can
become easily overwhelmed and emotional, then pull back and stop trying.
Paul Stoltz, the architect of AQ theory and president and CEO of Peak
Learning, a consultancy based in California, with clients such as
Hewlett-Packard, Lucent Technologies and BellSouth, has worked with about
100 companies and studied and measured the AQ levels of more than 100, 000
people. According to Stoltz, the number of adversities an individual faces
during a day on an average has increased from 7 to 23 in the past ten years.
Research by Scripps Institute at the University of California, San Diego,
revealed that, one of the tendencies we all share is that we are far more
compelled by adversity than by good news and hence it becomes more important
to understand an individual's AQ levels.
Individuals with low-AQ levels can be trained to improve their ability to
respond to adversity. An AQ test with about 40 questions based on how an
individual would react to different situations has scores ranging from 200
to 40, followed by intensive training sessions. Stoltzs' AQ test for his
clients also includes web-based instructions following the training session
for the next 90 days to reinforce the learning.
According to the AQ theory of Stoltz, employees in any organisation are of
three kinds - climbers, campers and quitters.
Climbers are employees who seek challenges and have high AQ levels.
Entrepreneurs and sales people who work on commission basis are among the
`climbers'. The organisations that are adventure-centric also fall into this
category. Microsoft has been quoted as one such `climbing organisation'.
``Climbers have an utter refusal to be insignificant. What they do and who
they are, has to matter to them,'' is Stoltz's opinion.
Campers constitute about 80% of the typical workforce in any organisation.
These people resist giving up their comforts, no matter what the price.
Quitters are those who are risk-averse and flee from challenges. They are
usually inclined towards education and take up teaching and mentoring.
Campers and quitters are tension creators and often frustrate climbers. They
are the cause for organisations losing climbers - their key talent.
Organisations are increasingly adopting the AQ concept to capitalise on its
benefits. Understanding an individual's AQ can not only help organisations
to hire and retain highly motivated and talented employees, but also help in
developing employees to their full potential, and create a leadership
culture. This can in turn help in encouraging employees to put forth their
best efforts and maximise their performance capabilities leading to overall
better organisational performance.
AQ training has been successful in improving the average AQ level of the
companies by 23%. One can expect anything between 5% and 15% improvement
just by raising people's awareness of their own AQ. At Florida Water
Services in US, about 250 managers and key employees - half of their
workforce, who underwent the AQ training got stunning results in converting
the campers into climbers.
John Cirello, president of Florida Water Services, says, ``When we started,
we had a lot of campers, probably 70%, and 20% were quitters. We transformed
that. The majority of our people are climbers now. By just giving the
individuals another way to look at a problem so that they don't internalise
it and lament over it, we turned the company around from losing money to
making money. Now we are growing faster than we ever had before.''
Stoltz, who believes that changing behaviour is not as difficult as normal
belief is, says, ``If we welcome adversity rather than shrink from it, we
raise our AQ - and set in motion a virtuous cycle. High AQ translates into
resilience, hardiness, and good health.''
While awareness of an individual's AQ levels can help organisations to hire
and retain the best, individuals can benefit by understanding their
drawbacks and turning them into opportunities.