Wednesday, March 11, 2026
Neurofeedback and Hypnotherapy for Burnout: New Mind Brain Health Centre Featured in Batik Air Malaysia Inflight Magazine
年过完了不想上班?组织心理学解析“年初四的样子” MelodyFM Interview
年过完了,为什么很多人会有「年初四的样子」?
Why Do Many People Feel “The Fourth Day of CNY” Syndrome After the Holidays?
每一年,当农历新年假期结束,很多人都会有一种很熟悉的感觉。
假期结束了。
庆祝活动结束了。
生活与工作重新启动。
但身体和心理,好像还停留在假期模式。
很多人会形容这种状态为:
「年初四的样子」。
一种有点懒散、有点疲惫、又有点提不起劲的感觉。
Every year after the festive season ends, many people experience a familiar transition.
The holidays are over.
Celebrations wind down.
Work and routine begin again.
But mentally and physically, many people are still in holiday mode.
In Chinese culture, people sometimes describe this feeling as
“having the vibe of the fourth day of Chinese New Year.”
A subtle mix of low motivation, fatigue, and difficulty getting back into rhythm.
从组织心理学的角度来看
最近,我受邀到 Melody FM《小马一企谈》 节目,
从 组织心理学(Organizational Psychology) 的角度谈谈这个现象。
🎧 Spotify 收听节目:
https://open.spotify.com/episode/4JLAoriB2vVyVcwiocdP6p?si=tFX3b4NbT12t0Iyvix3ftw
在节目里,我们聊到一个很有趣的观察:
很多人会以为,
年后提不起劲是因为自己 不够自律、不够努力。
但其实,从心理学角度来看,
这往往是 大脑在进行状态转换(state transition) 的自然过程。
From an Organizational Psychology Perspective
Recently, I was invited to speak on Melody FM’s business podcast “小马一企谈”, where we discussed this phenomenon through the lens of organizational psychology.
🎧 Listen to the episode on Spotify:
https://open.spotify.com/episode/4JLAoriB2vVyVcwiocdP6p?si=tFX3b4NbT12t0Iyvix3ftw
One interesting insight we discussed is this:
Many people assume that post-holiday sluggishness means they lack discipline or motivation.
But psychologically speaking, this is often simply the brain adjusting between two states:
Rest mode → Performance mode
Transitions like this take time.
为什么会出现这种状态?
从心理学角度来看,有几个常见原因:
1️⃣ 生理节律改变
假期期间,人们的作息时间通常会改变。
2️⃣ 心理能量重新调节
长时间的社交、聚会与旅行,其实也会消耗心理资源。
3️⃣ 工作角色重新启动
重新进入工作角色,需要一定的心理适应时间。
所以,“年初四的感觉”,
其实是一种很正常的 心理过渡期。
Why Does This Happen?
From a psychological perspective, several factors contribute to this experience:
1. Changes in biological rhythm
During holidays, sleep patterns and daily routines often shift.
2. Psychological energy depletion
Even enjoyable activities such as gatherings and travel consume mental energy.
3. Role transition
Returning to work means shifting back into professional roles and responsibilities.
This adjustment period is completely normal.
如何更健康地回到工作节奏?
在节目里,我也分享了一些简单的建议:
✔ 不需要第一天就恢复100%的效率
✔ 给自己几天时间重新找回节奏
✔ 先完成小任务,慢慢建立动力
很多时候,
节奏比速度更重要。
How Can We Restart Work More Smoothly?
In the podcast, we also discussed a few practical ideas:
✔ You do not need to be 100% productive on the first day back
✔ Give yourself time to rebuild your rhythm
✔ Start with smaller tasks to regain momentum
Often, sustainable productivity is about rhythm rather than speed.
如果你也曾经有过
「年初四的样子」的感觉,
或许你会对这次的分享有共鸣。
🎧 欢迎收听完整节目:
Melody FM《小马一企谈》
Spotify 收听链接:
https://open.spotify.com/episode/4JLAoriB2vVyVcwiocdP6p?si=tFX3b4NbT12t0Iyvix3ftw
Sunday, December 14, 2025
From International Occupational Health Psychology to Practical Team Building in Malaysia
Recently, I attended the Joint Congress of ICOH-WOPS & APA-PFAW 2025, an international conference focused on work, well-being, and psychosocial factors at work. Researchers, practitioners, and policy contributors from around the world gathered to discuss one central question:
How can organizations design healthier, safer, and more sustainable workplaces?
As a practitioner based in Malaysia, this experience directly informs how I support organizations through team building, corporate training, and training needs assessment (TNA).
Why This Conference Matters for Organizations
The sessions covered evidence-based topics such as:
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Psychosocial risk and burnout prevention
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Psychological safety and leadership responsibility
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Working time, workload design, and recovery
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Organizational-level interventions, not just individual coping
A key message repeated throughout the conference was clear:
Employee well-being is not only an individual issue.
It is a system and leadership responsibility.
This perspective is central to occupational health psychology, the field that guides my work with companies.
Applying Occupational Health Psychology to Team Building
Many organizations approach team building as a one-off activity.
From an occupational health psychology perspective, effective team building should:
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Strengthen psychological safety and trust
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Improve communication and role clarity
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Support energy management and recovery, not just motivation
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Align individual strengths with organizational demands
This is why my team building programs are designed as purposeful interventions, not games without direction. They are linked to real workplace challenges such as stress, disengagement, and performance sustainability.
Training Needs Assessment Beyond Surveys
At the conference, researchers highlighted the limitations of relying only on self-report surveys. A robust training needs assessment (TNA) should consider:
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Job demands and role expectations
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Leadership practices and team climate
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Psychosocial risks and protective factors
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Signals of burnout, fatigue, or disengagement
In my practice, TNA is not just about “what training people want”, but what the organization actually needs to function in a healthier way.
Supporting Malaysian Organizations
The insights from this international congress reinforce a direction that is increasingly relevant for Malaysia:
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Evidence-based corporate training
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Psychosocially informed team building
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Organizational-level prevention, not crisis management
Organizations that invest in this approach tend to see better engagement, stronger leadership capacity, and more sustainable performance.
Looking for Team Building or Training Needs Assessment in Malaysia?
If your organization is looking for:
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Team building with real psychological value
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Training needs assessment grounded in occupational health psychology
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Corporate wellness and psychosocial risk-informed training
This is the work I focus on.
International knowledge must ultimately serve local workplaces, and my role is to translate occupational health psychology into practical, culturally relevant solutions for Malaysian organizations.
Contact us via WhatsApp 0167154419 (New Mind Academy).
Thursday, May 23, 2024
Creating a Healing Space: Integrating Trauma-Informed into Daily Care @ Hospital Putrajaya
Webinar 'Thursday MINDTALK Siri 3 kembali lagi
Saturday, July 29, 2023
Sunday, June 18, 2023
为什么组织需要关注创伤知情呢? Why we need Trauma-Informed Workplaces?
以下文章是原文(https://hbr.org/2022/03/we-need-trauma-informed-workplaces)的节选中文翻译,我非常认同里头的内容。
为什么组织需要关注创伤知情能力呢?
在创伤期间,组织对人们的支持起着非常重要的作用,影响也是深远而长久的。这是因为在创伤时期,体制性背叛(Institutional Betrayal)和心理安全这两个概念变得尤为重要。
当我们遭遇危机时,很多人会寄望于组织的支持和保护。但如果组织未能履行这一责任,或者他们的行动让我们担心会伤害自己或我们关心的人,就会产生第二次伤害,也就是体制性背叛。体制性背叛指的是你信任或依赖的体制对你不当对待,可能是有意伤害或者无所作为。这些行为或者不作为会加剧已经困难的处境。体制性背叛可能来自于组织的大规模行动,比如对新冠疫情的应对让许多员工感到脆弱和困顿,也可能来自个人的行为,比如经理对骚扰或偏见投诉的轻视回应。
与体制性背叛相对应的是心理安全。心理安全这个概念主要是由Amy Edmondson推广的,指的是在团队或组织内部,人们可以坦诚地承认错误、不知道答案或者面对困难。谷歌最近的一项研究发现,心理安全对于团队的协作至关重要。而建立心理安全最快的方法就是团队成员在困难时互相支持。正如《纽约时报》杂志的Charles Duhigg所说:“要感受到‘心理安全’,我们必须知道有时我们可以自由地分享那些吓人的事情,而不用担心受到指责。我们必须能够谈论混乱或悲伤,并与让我们发疯的同事进行艰难的对话。我们不能只关注效率。” 因此,如果我们在与经历创伤的人一起工作时没有适当地回应,就可能给他们增加第二次伤害。但如果我们能够做出积极的回应,就能够建立信任和联系。无论如何,我们在危机时期如何支持彼此都将在组织中产生长远的影响。 那么,我们如何确保我们的组织具备有效应对创伤的技能和资源呢?
要确保组织具备有效应对创伤的能力和资源,可以遵循以下三个总体概念:
1. 承认:愿意倾听和承认经历创伤的人的痛苦,而不是否认或转移对话的焦点。
2. 支持:在创伤和困厄时,提供具体的支持,如心理健康资源和协助丧葬等费用。
3. 信任:建立机构的信任,通过制定支持员工的政策和程序,并确保这些政策被广泛知晓和遵守。领导者应当表达对组织价值观的承诺,并坚持公正和透明。通过关注承认、支持和信任,组织能够在危机时期建立信任和联系,并为未来的挑战做好准备。
Read more (英文原文):
https://hbr.org/2022/03/we-need-trauma-informed-workplaces
*我们中心提供专业服务,为你打造创伤知情的企业健康工作坊,有兴趣可以联系我们:
Contact: 0167154419 (Whatsapp)
Email: [email protected]




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