Burnout at Work Is Not Only a Resilience Problem

Pocket watch photo: Isabelle Grosjean ZA, CC BY-SA 3.0, background removed.

When someone in a team begins to look worn down, the first offer is often a webinar on resilience. The invitation is kindly meant. It says: we see that you are tired, and we would like you to be stronger.

I have no quarrel with inner resources. People do need ways to recover, to notice strain earlier, and to ask for help before the week has emptied them. I do quarrel with the quiet conclusion that often travels underneath the invitation: if you were more resilient, this job would not feel like this.

A LONGER PATTERN THAN A HARD WEEK

Malaysia’s Department of Occupational Safety and Health, in its 2024 PRisMA guideline, describes burnout as a psychological syndrome and a prolonged response to chronic interpersonal stressors at work. It points to exhaustion, cynicism and reduced professional efficacy.

That description is useful because it slows the conversation down. Burnout, in this sense, is not a dramatic afternoon. It is what can happen when strain has been interpersonal and ongoing: too much demanded, too little returned, too few places to put the difficulty down.

A person may still be coming to work. They may still be answering messages late. From the outside, resilience can look intact for a long time. Inside the week, recovery has already become thin.

WHAT GETS MISATTRIBUTED TO CHARACTER

In conversations about corporate mental health support, I often hear burnout discussed as a personality matter. Some people are said to care too much. Some are said to manage time poorly. Some are said to lack grit.

Those comments can contain a sliver of observation and still miss the working conditions around the person. A role with no clear authority will exhaust even an organised colleague. A team that cannot discuss priorities will turn capable people into private problem-solvers who never quite finish. A culture that praises endurance will make rest look like a lesser form of loyalty.

The PRisMA guideline reminds us that psychosocial risks arise from how work is designed, organised and managed, and from the social context of work. When I sit with findings from a psychosocial risk assessment, the patterns that accompany exhaustion are often of this kind: work demands that leave little room to recover, roles that are unclear, support that has worn thin, communication that arrives too late or not at all.

None of this removes personal responsibility from the picture. Adults still make choices about sleep, boundaries and how they speak to one another. It does relocate part of the responsibility to management, where it belongs.

WHAT SKILLS CAN STILL OFFER

There is a complementary mistake, and I see it too: the idea that if the organisation is implicated, individual skill becomes irrelevant.

People still benefit from learning to notice that tiredness does not always look the same. The point is not to hand someone a label. The point is to help them see that exhaustion does not have only one face, and that recovery may need to be approached differently in each case.

Energy crafting, which means noticing what drains and what restores and adjusting small things where the role allows, gives a person something to do on an ordinary afternoon. Relational crafting gives a team language for workload, priorities and requests for assistance. These are practical skills, approached through neuroscience-informed practice. They are not a cure, and I do not describe them as one.

They also cannot compensate for a job that cannot be done in the time given to it. Skills sit alongside suitable workload, clear expectations and organisational support. A corporate wellness or burnout prevention workshop in Malaysia is most honest when it says this out loud.

PREVENTION WITHOUT A PROMISE

Organisations sometimes ask whether a programme will reduce burnout, absenteeism or turnover. I understand why the question appears. Boards like numbers. I do not answer it with a promise.

What we can offer is clearer seeing and better practice. A psychosocial risk assessment can show which working conditions are asking for attention, and which responses belong to training rather than to tailored organisational intervention or redesign. Our two-day Workplace Mental Health & Brain Wellness workshop gives people time to work with energy, recovery and supportive relationships. When an organisation books the full two days, a complimentary booth is included, where employees who choose to attend receive a private educational snapshot and personal guidance; employers see only aggregated, de-identified findings. None of these replaces the employer’s psychosocial-risk duties, and none of them guarantees a particular recovery.

This work is carried by a team that includes clinical psychologists, occupational therapists, LKM-registered counsellors and three DOSH Psychosocial Trained Persons. I bring 15 years of practice as an Industrial & Organizational Psychologist (PSIMA Reg. No. 91090), Neurofeedback SBCIA Master Trainer, HRV Biofeedback (BCIA), HRD Corp Accredited Trainer (6871) and DOSH Psychosocial Trained Person (PTP-167/25).

If you are looking at a tired team this month, you might hold two questions at once. What skill would help this person get through the next working day with a little more steadiness? And what, in the design of the work, has been asking too much for too long?

The second question is less comfortable. It is usually the one that makes a resilience talk feel suddenly too small.

Warmly,
Dr Hiro Koo

Industrial & Organizational Psychologist · Neurofeedback SBCIA Master Trainer · HRV Biofeedback (BCIA) · New Mind

If this is close to the conversation in your organisation, you are welcome to write to me on WhatsApp at +60 16-715 4419. You may also read about psychosocial risk assessment and our two-day workshop on burnout prevention, recovery and working relationships.

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当团队里有人开始显得被磨得很薄，第一个被提出的，常常是一场关于韧性的网上讲座。邀请的心意通常是好的。它好像在说：我们看见你累了，也希望你能更强一些。

我并不反对内在资源。人们的确需要方法去恢复，更早察觉紧绷，并在这一周把自己掏空之前开口求助。我在意的，是邀请下面常常悄悄跟着的那个结论：如果你更有韧性，这份工作就不会让你觉得这么难。

A LONGER PATTERN THAN A HARD WEEK

马来西亚职业安全与卫生局在 2024 年的 PRisMA 指南里，把倦怠描述为一种心理综合征，也是对工作中长期人际压力源的一种延长反应。它提到耗竭、讥讽疏离，以及职业效能下降。

这个描述有用，因为它让对话慢下来。这样理解的倦怠，不是某个激烈的下午。它可能出现在压力已经人际化、并且持续很久的时候：被要求的太多，被回馈的太少，困难也缺少可以暂时放下的地方。

一个人也许仍在上班，仍在很晚还回讯息。从外面看，韧性可以很久都显得还在。在一周的内部，恢复却已经变薄了。

WHAT GETS MISATTRIBUTED TO CHARACTER

在关于企业心理健康支持的对话里，我常听到人们把倦怠说成性格问题。有人被认为太认真。有人被认为不擅长管理时间。有人被认为不够有毅力。

这些评论里也许有一点点观察，却仍可能错过这个人周围的工作条件。一个没有清楚权力的岗位，会让即使很有条理的同事也感到耗竭。一个无法讨论优先级的团队，会把有能力的人变成私下解决问题、却总也做不完的人。一个赞美忍耐的文化，会让休息看起来像某种比较次等的忠诚。

PRisMA 指南提醒我们：心理社会风险来自工作被设计、组织与管理的方式，也来自工作的社会情境。当我看着心理社会风险评估里的发现，和耗竭一起出现的模式，常常就是这一类：工作要求几乎不留恢复的空间，职责不清楚，支持已经变薄，沟通来得太迟，或根本没有来。

这些话并没有把个人责任从画面里拿掉。成年人仍然要为自己的睡眠、界限，以及如何彼此说话做出选择。它只是把一部分责任，放回它本来所属的地方：管理。

WHAT SKILLS CAN STILL OFFER

还有另一种相对的误解，我也见过：一旦组织被牵连进去，个人技能就变得无关紧要。

人们仍然需要学习辨认：疲倦并不总是同一个样子。重点不是给人一个标签，而是帮助他们看见：耗竭并不只有一张脸，恢复在不同情况下，也可能需要不同的靠近方式。

能量塑造，是留意什么在消耗、什么能让人回来，并在角色允许的范围内调整一些小事，让一个人在普通的下午有事可做。关系塑造则给团队一套语言，去谈工作量、优先级和请求协助。这些是以神经科学为依据（neuroscience-informed）的实际技能。它们不是疗法，我也不会把它们说成疗法。

它们也无法补上一个在既定时间里根本做不完的工作。技能必须和合适的工作量、清晰的期望、组织的支持放在一起。马来西亚的企业健康或倦怠预防工作坊，若能把这句话公开说出来，会更诚实。

PREVENTION WITHOUT A PROMISE

机构有时会问，一个方案会不会降低倦怠、缺勤或流失。我理解这个问题为什么会出现。董事会喜欢数字。我不会用承诺来回答它。

我们能够提供的，是更清楚的看见，以及更好的练习。心理社会风险评估可以显示哪些工作条件需要被注意，哪些回应属于培训，哪些属于量身定制的组织干预或重新设计。我们为期两天的 Workplace Mental Health & Brain Wellness 工作坊，能给人时间去处理能量、恢复和彼此支持的关系。机构完整预订两天课程时，会配套一个免费摊位；自愿前往的员工能得到一段私下的教育性快照和个人建议，雇主只看到汇总且去识别化的发现。这些都不能取代雇主在心理社会风险上的责任，也不能保证某一种恢复。

这项工作由一个包括临床心理学家、职能治疗师、LKM 注册辅导员，以及三位 DOSH 心理社会受训人员的团队承担。我以 15 年的实务经验，作为工商与组织心理学家（PSIMA Reg. No. 91090）、Neurofeedback SBCIA Master Trainer、HRV Biofeedback (BCIA)、HRD Corp Accredited Trainer (6871) 以及 DOSH Psychosocial Trained Person (PTP-167/25) 带领这项工作。

如果这个月你看着的是一个很累的团队，也许可以同时握住两个问题。什么样的技能，能帮助这个人在下一个工作日里更稳住一点？以及，在工作的设计里，有什么已经太久要求得太多？

第二个问题比较不舒服。它通常也是那个会让一场关于韧性的讲座，突然显得太小的问题。

Warmly,
Dr Hiro Koo

Industrial & Organizational Psychologist · Neurofeedback SBCIA Master Trainer · HRV Biofeedback (BCIA) · New Mind

如果这接近你们机构正在进行的对话，欢迎通过 WhatsApp +60 16-715 4419 写信给我。也可以阅读心理社会风险评估，以及我们关于倦怠预防、恢复与工作关系的两日工作坊。

A Complimentary Mental Health Screening Booth for Employees

Pocket watch photo: Isabelle Grosjean ZA, CC BY-SA 3.0, background removed.

When people hear the word “booth”, they sometimes picture a noisy corner at an exhibition, with a wheel to spin and a bowl of sweets. Others picture something closer to a medical station, with a queue and a result that will travel back to the office.

Neither picture is what we mean.

When an organisation books our full two-day Workplace Mental Health & Brain Wellness workshop, a Mental & Brain Wellness Booth is included at no additional charge for up to 50 employees. The booth extends the employee wellbeing programme beyond the training room. It offers a private, voluntary chance to pause, reflect, and hear some practical next steps.

UP TO FIFTY, AND WHAT THAT NUMBER MEANS

I want to be plain about the figure, because it is the sentence most often misread.

The allowance of 50 is for booth access. It is not the workshop participant limit. Workshop cohort size is agreed separately, according to the organisation’s needs and the planned learning activities. Booth appointments and staffing are arranged in advance, outside participants’ training sessions. The booth sits outside the 14 training hours.

Attendance is voluntary. Nobody should be walked over during a break and told that they are expected to take part. People come by scheduled appointment, which protects both privacy and the learning time of those who are in the workshop.

WHAT AN EMPLOYEE MAY MEET THERE

The booth includes several quiet elements.

There are brief voluntary mental health and burnout screening questionnaires. There is a short brainwave recording with educational feedback. There is private individual feedback, then practical guidance and, where it fits, recommendations for further support.

The questionnaires are coordinated with workshop activities so that people are not asked the same thing twice without reason. They do not establish diagnoses. The brainwave recording is an educational snapshot. It does not diagnose burnout or mental health conditions. It is not a medical or diagnostic brain test, and it is not a fitness-for-work assessment.

I use these sentences carefully. In corporate mental health support, trust depends on not letting an educational moment dress itself up as a clinical conclusion.

A PRIVATE ROOM INSIDE A COMPANY INITIATIVE

Individual results stay with the person. Employers receive only aggregated, de-identified findings, and only where confidentiality can be protected. If a group is small enough that someone could be recognised from the pattern, those results are combined with others or omitted.

This is not a technical afterthought. It is the condition that allows a booth to exist inside a workplace without becoming a surveillance exercise. An employee should be able to sit down, answer honestly, and leave with information that belongs to them.

I will write more later in this series about what employers do and do not see. For today, it is enough to say that management is not given a list of names beside scores.

The booth also does not stand in for an organisation’s own view of working conditions. Where management wants to understand workload, role clarity and support across teams, a psychosocial risk assessment is the more suitable starting point, followed by tailored organisational intervention.

The booth is run within neuroscience-informed practice, by a team that includes clinical psychologists, occupational therapists, LKM-registered counsellors and three DOSH Psychosocial Trained Persons. I bring 15 years of practice to this work as an Industrial & Organizational Psychologist (PSIMA Reg. No. 91090), Neurofeedback SBCIA Master Trainer, HRV Biofeedback (BCIA), HRD Corp Accredited Trainer (6871) and DOSH Psychosocial Trained Person (PTP-167/25).

HOW THE BOOTH SITS BESIDE THE WORKSHOP

The two-day programme is about shared learning: stress, energy, recovery, conversation and working relationships. The booth is a separate, quieter offering for people who would like an individual moment as well.

Some employees who attend the workshop will also book a booth appointment. Some people in the wider organisation may visit the booth even if they are not in the training room, up to the agreed allowance of 50. The arrangement is discussed in the corporate proposal, including space, scheduling and staffing.

Our in-person centres are in Bangsar South, Kuala Lumpur, near Petaling Jaya, and in Penang. Corporate booths, however, are planned around the organisation’s own setting. We talk through what the site can reasonably hold, rather than importing a centre layout and calling it a replica.

A NOTE ON FUNDING LANGUAGE

Because this question arrives quickly in Malaysian organisations, I will say one thing now and return to it more fully later. The booth is not part of the 14 training hours. It should not be assumed to be approved or automatically covered under training funding. When companies ask about support for the workshop itself, we are glad to check the current registration status with them. We do not treat the complimentary booth as if it were the same thing as the training.

A booth is a modest structure. Used well, it gives employees a private place to look at their own wellbeing during a wider corporate wellness initiative. Used carelessly, it can feel like a test. The difference lies in consent, in the limits of what the questionnaires and the brainwave recording can say, and in what is kept from the employer’s eyes.

If you are picturing a screening booth for your team, the most useful first question may be a gentle one: how will people be invited, and how will they know that saying no remains possible?

Warmly,
Dr Hiro Koo

Industrial & Organizational Psychologist · Neurofeedback SBCIA Master Trainer · HRV Biofeedback (BCIA) · New Mind

If you would like to talk through booth arrangements beside the two-day programme, you are welcome to write to me on WhatsApp at +60 16-715 4419, or to read the workshop page, including the complimentary booth.

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人们听到“摊位”两个字，有时会想象展览会里热闹的一角，有转盘，也有一碗糖果。另一些人则想象得比较像医疗站：有排队，也有一份会传回办公室的结果。

这两种画面，都不是我们所说的意思。

当一家机构完整预订我们为期两天的 Workplace Mental Health & Brain Wellness 工作坊时，会配套一个心理与脑健康摊位（Mental & Brain Wellness Booth），最多可供 50 名员工使用，不另收费。摊位把员工福祉计划延伸到培训室以外。它提供一个私密、自愿的片刻，让人停下来看看自己，并听一些实际的下一步。

UP TO FIFTY, AND WHAT THAT NUMBER MEANS

关于这个数字，我想说得清楚一点，因为它最常被读错。

50 这个名额，指的是摊位使用人数。它不是工作坊的人数上限。工作坊规模会另行约定，依照机构的需要和计划中的学习活动来定。摊位的预约与人力会提前安排，并且放在学员的培训时段之外。摊位也不在 14 个培训小时之内。

出席是自愿的。不应该有人在休息时被带到摊位前，并感觉自己非参加不可。人们按照预约前来，这样既保护隐私，也保护仍在工作坊里学习的人的时间。

WHAT AN EMPLOYEE MAY MEET THERE

摊位包含几个安静的部分。

会有简短、自愿的心理健康与倦怠筛查问卷。会有一段短时脑波记录，并配上教育性回馈。会有私下的个别回馈，以及实际建议；若合适，也会建议进一步的支持。

问卷会与工作坊活动协调，避免无必要地重复询问同一件事。问卷不能确立诊断。脑波记录是教育性的快照，不能诊断倦怠或心理健康状况。它不是医疗或诊断性的脑部检测，也不是适任工作评估。

这些句子我写得很小心。在企业心理健康支持里，信任取决于：一个教育性的时刻，不要把自己打扮成临床结论。

A PRIVATE ROOM INSIDE A COMPANY INITIATIVE

个人结果留在当事人那里。雇主只收到汇总且去识别化的发现，而且只有在机密能够被保护的前提下。如果某个组别小到可能从趋势里认出某个人，这些结果会与其他组合并，或被略去。

这不是技术上的附带说明。它是让摊位能够存在于职场之中、却不变成监视动作的条件。一位员工应当能够坐下来，诚实作答，并带走一份属于自己的资讯。

这一系列稍后，我会再写雇主看得到什么、看不到什么。今天只需先说：管理层不会拿到一份名字旁边写着分数的名单。

摊位也不能取代机构自己对工作条件的了解。若管理层想看清各团队的工作量、角色清晰度和支持状况，较合适的起点是心理社会风险评估（psychosocial risk assessment），再接上量身定制的组织干预。

摊位在以神经科学为依据（neuroscience-informed）的做法之内进行，团队包括临床心理学家、职能治疗师、LKM 注册辅导员，以及三位 DOSH 心理社会受训人员。我以 15 年的实务经验，作为工商与组织心理学家（PSIMA Reg. No. 91090）、Neurofeedback SBCIA Master Trainer、HRV Biofeedback (BCIA)、HRD Corp Accredited Trainer (6871) 以及 DOSH Psychosocial Trained Person (PTP-167/25) 带领这项工作。

HOW THE BOOTH SITS BESIDE THE WORKSHOP

两天的课程关乎共同学习：压力、能量、恢复、对话，以及工作关系。摊位则是另外一项更安静的安排，给那些也希望有一段属于自己的时间的人。

有些参加工作坊的员工，也会预约摊位。机构里未进入培训室的同事，在约定的 50 人名额内，也可能前来。这些安排会写进企业提案里，包括场地、时间和人力。

我们的实体中心在吉隆坡 Bangsar South（靠近八打灵再也）以及槟城。企业摊位则会围绕该机构自己的场地来规划。我们会一起看现场合理装得下什么，而不是把中心的布局原样搬过去。

A NOTE ON FUNDING LANGUAGE

马来西亚的机构很快就会问到资助问题，所以我先说一句，稍后会写得更完整。摊位不属于这 14 个培训小时。不应假定它已获批准，或会自动被培训资助涵盖。若公司想了解工作坊本身目前的注册情况，我们很乐意一起查核。我们不会把配套摊位，当成和培训同一件事。

摊位是一个克制的结构。用得好，它能在更宽的企业健康计划里，给员工一个私下看待自己状态的地方。用得轻率，它会让人觉得像考试。差别在于是否出于自愿，在于问卷和脑波记录能说什么、不能说什么，以及有哪些内容不会进入雇主的视野。

如果你正在为团队想象一个筛查摊位，最有用的第一个问题也许很温和：人们会如何被邀请，以及他们如何知道，说“不”仍然是可以的？

Warmly,
Dr Hiro Koo

Industrial & Organizational Psychologist · Neurofeedback SBCIA Master Trainer · HRV Biofeedback (BCIA) · New Mind

若想一起谈谈两天课程旁边的摊位安排，欢迎通过 WhatsApp +60 16-715 4419 写信给我，或阅读工作坊页面中关于配套摊位的说明。

A Two-Day Workplace Mental Health and Brain Wellness Workshop

Pocket watch photo: Isabelle Grosjean ZA, CC BY-SA 3.0, background removed.

A message arrives asking whether we can “cover mental health” on a Thursday afternoon. The sender is usually considerate. They have a slot between other training, a room already booked, and a sincere wish not to leave the topic untouched.

I understand the request. It rests on a common belief among management and HR: that workplace mental health is mainly a matter of awareness, and that one good talk can carry it. I also know what an afternoon can and cannot hold. Awareness can be planted in a few hours. Practice needs more room than that.

Our signature programme at New Mind is a two-day, 14-hour Workplace Mental Health & Brain Wellness workshop. It is designed for burnout prevention, recovery and supportive working relationships. When HR or management ask what a workplace mental health workshop in Malaysia can look like if it is not a talk, this is the shape I describe.

WHO THE ROOM IS FOR

The programme is prepared for Malaysian HR professionals, management, employee wellbeing committees and employees who want practical ways to understand stress, manage energy and relate more supportively at work. The mix of participants is something we discuss with each organisation, and workshop cohort size is agreed separately.

I mention that early because numbers are easy to confuse. Booking the full two-day workshop includes a complimentary Mental & Brain Wellness Booth for up to 50 employees. That 50 refers to booth access, not to how many people may sit in the training room. Booth appointments are arranged in advance, outside the training sessions. I will write about the booth itself tomorrow.

DAY ONE, THEN DAY TWO

The two days are not two copies of the same morning.

Day 1, Brain Wellness, Stress & Energy Recovery, runs as a three-hour morning and a four-hour afternoon. Its theme is how stress, attention and recovery show up in an ordinary working week. Each participant leaves with a Personal Energy Crafting Plan.

Day 2, Brain Wellness, Connection & Communication, follows the same rhythm of a three-hour morning and a four-hour afternoon. Its theme is the working relationships around us: support, expectations and the conversations that are often postponed. Participants leave with an Integrated Brain Wellness Action Plan covering energy, recovery, communication and relationships.

Across both days the learning is interactive and practical, rather than a long lecture with a short question period at the end. The fuller outline is something I share directly with organisations when we plan together.

WHAT THE HOURS ARE FOR

I am often asked why we ask for fourteen hours when a shorter briefing would be easier to approve.

The honest answer comes from industrial and organisational psychology: skills need repetition close to the moment they are first named. A person can understand, by mid-morning, that their attention narrows under strain. They still need time to try something different, notice what gets in the way, and write a plan that belongs to their actual working day rather than to an ideal one.

The same is true of conversation. Many Malaysian workplaces are skilled at being polite. Politeness can sit beside unspoken overload. Practising how to name a workload concern, or how to ask for help without apology piled on apology, takes more than a demonstration from the front of the room.

The workshop is educational and developmental. It does not diagnose or treat mental health conditions. Employee skills work alongside suitable workload, clear expectations and organisational support, and training does not replace an employer’s psychosocial-risk duties. Where an organisation wants to understand those working conditions first, a psychosocial risk assessment followed by a tailored organisational intervention is often the better starting point. The programme describes intended learning benefits; it does not promise changes in attendance, productivity, recovery or costs.

Neuroscience-informed practice, in this setting, means we take seriously how stress shows up in attention, sleep, emotion and recovery. It does not mean we claim to remodel anyone in two days. I lead this work as an Industrial & Organizational Psychologist (PSIMA Reg. No. 91090), Neurofeedback SBCIA Master Trainer, HRV Biofeedback (BCIA), HRD Corp Accredited Trainer (6871) and DOSH Psychosocial Trained Person (PTP-167/25), drawing on 15 years of work with Malaysian organisations.

AFTER THE ROOM EMPTIES

When organisations later ask what people “got” from the workshop, I hope the answer is more concrete than a feeling that the topic was addressed.

I hope someone has a clearer sense of what drains them and what restores them. I hope a manager has language for a priority conversation that used to be postponed. I hope a team has practised asking for assistance in a way that does not sound like failure.

Those are modest hopes, and I prefer them that way. Corporate mental health support earns trust more readily when it does not overstate what two days can do, and when it leaves room for the organisation to keep working on the conditions around the people who attended.

If you have been trying to fit this subject into a late Thursday, it may help to picture a different kind of calendar: two days in which people are allowed to practise, and a booth arranged quietly beside that learning rather than instead of it.

Warmly,
Dr Hiro Koo

Industrial & Organizational Psychologist · Neurofeedback SBCIA Master Trainer · HRV Biofeedback (BCIA) · New Mind

If you would like to see how the two days could fit your organisation, you are welcome to write to me on WhatsApp at +60 16-715 4419. You can also read the Workplace Mental Health & Brain Wellness workshop page and our corporate wellbeing training in Malaysia.

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有时会有一则讯息问：这个星期四下午，能不能“把心理健康讲一讲”。写信的人通常是体贴的。他们已经在其他培训之间挤出一个时段，房间也订好了，真心希望这个主题不要完全被略过。

我理解这样的请求。它背后是管理层和人力资源常有的一个想法：职场心理健康主要是“意识”的问题，一场好的讲座就能承担。我也清楚一个下午能装下什么，装不下什么。觉察可以在几小时里被种下；练习需要更大的空间。

New Mind 的主要课程，是为期两天、共 14 小时的 Workplace Mental Health & Brain Wellness 工作坊。它围绕倦怠预防、恢复，以及彼此支持的工作关系而设计。当人力资源或管理层问：如果不是一场讲座，马来西亚的职场心理健康工作坊可以是什么样子，我描述的就是这个形状。

WHO THE ROOM IS FOR

课程是为马来西亚的人力资源专员、管理层、员工福利委员会，以及希望更切实地理解压力、管理能量、并在工作中彼此支持的员工而准备的。参与者如何组合，会和每一家机构一起讨论；工作坊人数另行约定。

我之所以先提这一点，是因为数字很容易被弄混。预订完整的两天工作坊，会配套一个可供最多 50 名员工使用的心理与脑健康摊位（Mental & Brain Wellness Booth）。这 50 人指的是摊位名额，不是培训室可以坐多少人。摊位预约会提前安排，放在培训时段之外。明天我会专门写这个摊位。

DAY ONE, THEN DAY TWO

这两天，并不是同一个上午的两个副本。

第一天的主题是脑健康、压力与能量恢复，分为三小时的上午与四小时的下午，关注压力、注意力与恢复如何出现在平常的一周工作里。每位学员会带走一份个人能量塑造计划（Personal Energy Crafting Plan）。

第二天的主题是脑健康、连结与沟通，同样是三小时上午与四小时下午，关注我们身边的工作关系：支持、期望，以及那些常被推迟的对话。学员会带走一份整合的脑健康行动计划（Integrated Brain Wellness Action Plan），涵盖能量、恢复、沟通与关系。

这两天的学习都是互动而实用的，而不是一场很长的演讲，只在结尾留一点提问时间。更完整的课程安排，我会在和机构一起规划时直接分享。

WHAT THE HOURS ARE FOR

常有人问，为什么我们需要十四个小时；一段更短的说明会比较容易获批。

老实的回答来自工商与组织心理学：技能需要在它第一次被说出之后不久，就被反复练习。一个人可以在上午中段就明白，自己的注意力会在紧绷时变窄。他仍然需要时间去试一试不同的做法，看看哪里会被卡住，并写出一份属于自己真实工作日、而不是理想工作日的计划。

对话也是如此。许多马来西亚职场很擅长保持礼貌。礼貌旁边，也可以坐着没有说出口的超载。练习如何说出对工作量的担心，或如何在请求协助时不必一层层道歉，需要的时间比讲台前的一次示范更多。

这场工作坊是教育性与发展性的，它不诊断、也不治疗心理健康状况。员工的技能，需要和合适的工作量、清晰的期望、组织的支持放在一起；培训不能取代雇主在心理社会风险上的责任。若机构想先了解这些工作条件，先做心理社会风险评估，再进行量身的组织介入，往往是更好的起点。课程描述的是预期的学习帮助，并不承诺出勤、生产力、恢复或成本上的改变。

在这里，所谓以神经科学为依据（neuroscience-informed），是认真看待压力如何出现在注意力、睡眠、情绪与恢复之中，并不表示我们声称能在两天内改造任何人。我以工商与组织心理学家（PSIMA Reg. No. 91090）、Neurofeedback SBCIA Master Trainer、HRV Biofeedback (BCIA)、HRD Corp Accredited Trainer (6871) 以及 DOSH Psychosocial Trained Person（PTP-167/25）的身份带领这项工作，背后是 15 年与马来西亚机构共事的经验。

AFTER THE ROOM EMPTIES

当机构后来问，人们从工作坊“得到了什么”，我希望答案比“这个主题有被处理到”更具体一点。

我希望有人更清楚什么在消耗自己、什么能让自己回来。我希望一位主管拥有一套话，去进行那场过去一直被推迟的优先级对话。我希望一个团队练习过，用一种听起来不像失败的方式请求协助。

这些希望是克制的，我也比较喜欢它们如此。企业心理健康支持若不夸大两天能做的事，又为组织继续处理学员周围的工作条件留出空间，会比较容易获得信任。

如果你一直想把这个主题塞进某个星期四下午，也许可以换一种行事历来想象：两天让人好好练习，旁边再安静安排一个摊位，作为学习的配套，而不是学习的替代。

Warmly,
Dr Hiro Koo

Industrial & Organizational Psychologist · Neurofeedback SBCIA Master Trainer · HRV Biofeedback (BCIA) · New Mind

若想看看这两天如何配合你的机构，欢迎通过 WhatsApp +60 16-715 4419 写信给我。也可以阅读职场心理健康与脑健康工作坊页面，以及我们的马来西亚企业健康培训。