Using the 36 Virtues to Assess Yourself and Colleagues in the Workplace

 

Using the 36 Virtues to Assess Yourself and Colleagues in the Workplace

In the modern workplace, self-awareness and reliable relationships are key to success. The ancient "36 Virtues of Good Speech and Conduct" offer a timeless checklist to evaluate one's own character and observe friends, co-workers, or even leaders. These traits—ranging from reliability and generosity to composure and empathy—reveal true integrity beyond resumes or charm. By reflecting on them daily, professionals can build better habits, spot supportive allies, and avoid toxic influences, fostering trust and productivity in teams.

Checklist for Self-Reflection and Workplace Observation

Use this to rate yourself (e.g., 1-5 scale) or note examples in others. Focus on consistent behaviors.

1. Traits arise from the mind and change with it.

2. Admires and emulates noble people.

3. Balances firmness and flexibility in actions.

4. Shares food generously.

5. Avoids petty or harmful individuals.

6. Creates convenience for others; practices hidden good deeds.

7. Maintains an orderly daily life from youth.

8. Patiently helps those who seek assistance.

9. Practices self-restraint to benefit others.

10. Completes tasks from start to finish.

11. Stays calm in crises.

12. Keeps promises and appointments.

13. Upholds principles even at personal loss.

14. Avoids random thoughts at bedtime.

15. Decides thoughtfully, then acts decisively.

16. Refrains from hateful actions.

17. Admits faults without excuses.

18. Plans actions thoroughly.

19. Never forgets kindness received.

20. Has a broad mind that tolerates others.

21. Values others' good intentions.

22. Helps the lonely and needy.

23. Never aids the strong against the weak.

24. Cherishes old friendships.

25. Enthusiastically supports public good.

26. Avoids excessive or false talk.

27. Thanks people for gifts.

28. Speaks in a structured, logical way.

29. Doesn't interrupt during conversations.

30. Highlights others' good deeds.

31. Accepts poor clothes/food gracefully.

32. Adapts wisely to situations (square, round, curved, straight).

33. Persists in good deeds without tiring.

34. Considers others' hunger, thirst, or fatigue.

35. Forgives those who repent without holding grudges.

36. Exhausts efforts to help old friends in trouble.

Traditionally: Mastering all 36 leads to high office and long life; 20 ensures leadership roles; 10 guarantees wealth.

全球自由審計：英國、美國、新加坡與香港的現狀對比

 

全球自由審計：英國、美國、新加坡與香港的現狀對比

將這七項原則應用於當前的四大全球樞紐，我們必須穿透其 GDP 和天際線，觀察其如何對待個人。這些地區目前正處於「到奴役之路」或「到自由之路」的不同階段。

1. 英國：官僚主義停滯的掙扎

英國目前是海耶克第七項原則（善意鋪就地獄）的戰場。雖然法治在理論上依然強大，但「安全至上」規管的擴張和日益沉重的稅收負擔，顯示其正滑向「依賴性」。

• 審計核對： 「人流方向」（原則五）喜憂參半；雖然它仍是全球人才的目標地，但其國內的「斜槓族」因「社會保障陷阱」的高昂代價，正日益尋求移居海外。

2. 美國：「解決者即製造者」的危機

美國代表了原則二與原則三的衝突。兩黨的政治「問題解決者」往往能從維持社會分歧與經濟「危機」中獲益，以維持其經費。

• 審計核對： 儘管如此，它仍保有最強大的「財富優於權力」（原則三）動態。你仍能透過創新（科技/航太）獲得影響力，而無需成為政府官員。各州間的「遷徙自由」（例如從加州遷往德州）仍是其內部最強大的自由機制。

3. 新加坡：自由換取保障的極致交易

新加坡是原則六的活實驗室。它提供世界級的保障與繁榮，代價是高度的社會規管。

• 審計核對： 它在別處失敗的地方取得了成功，因為其「法治」極具可預測性（原則四）。你服從的是法律，而非個人。然而，它未能通過「烏托邦警告」（原則七），因為國家工程「完美城市」的願望限制了海耶克認為長期演化所需的自發性。

4. 香港：從「法治」向「人治/權力」的轉變

香港正在經歷最劇烈的轉變。它曾是自由貿易與金錢的「海耶克天堂」（原則一）。現在，它正迅速轉向一個「唯有擁有權力的人才能致富」的世界（原則三）。

• 審計核對： 「人流方向」（原則五）已經逆轉。幾十年來首次出現顯著的「人才流失」，斜槓族轉向英國或台灣，這預示著「文明的方向」已移離這座城市。

The Global Liberty Audit: UK, USA, Singapore, and Hong Kong

 

The Global Liberty Audit: UK, USA, Singapore, and Hong Kong

1. The United Kingdom: The Struggle with Bureaucratic Stagnation

The UK is currently a battleground for Hayek’s seventh principle (Good Intentions). While the Rule of Law remains theoretically strong, the expansion of "Safety-First" regulations and rising tax burdens suggests a slide toward dependency.

• Audit Check: The "direction of flow" (Principle 5) is mixed; while it remains a destination for global talent, its own "Slashers" are increasingly looking abroad due to the high cost of the "Social Security" trap.

2. The USA: The Crisis of the "Solvers as Creators"

The US represents a clash of Principles 2 and 3. The political "Problem-Solvers" (in both parties) often benefit from keeping social divisions and economic "crises" alive to maintain funding.

• Audit Check: However, it still holds the strongest "Wealth over Power" (Principle 3) dynamic. You can still become influential through innovation (Tech/Space) without being a government official. The "Freedom of Exit" between states (e.g., California to Texas) remains its greatest internal liberty mechanism.

3. Singapore: The Ultimate Security-for-Freedom Trade

Singapore is the living laboratory for Principle 6. It offers world-class Security and Prosperity in exchange for a high degree of Social Regulation.

• Audit Check: It succeeds where others fail because the "Rule of Law" is incredibly predictable (Principle 4). You obey the law, not the man. However, it fails the "Utopian Warning" (Principle 7) because the state’s desire to engineer a "Perfect City" limits the spontaneous chaos that Hayek believed was necessary for long-term evolution.

4. Hong Kong: The Shift from Rule of Law to Rule of Power

Hong Kong is undergoing the most dramatic shift. It was once the "Hayekian Paradise" of free trade and money (Principle 1). Now, it is moving rapidly toward a world where "Only the Powerful can get Rich" (Principle 3).

• Audit Check: The "direction of flow" (Principle 5) has reversed. For the first time in decades, there is a significant "Brain Drain" as the "Slasher" class moves to the UK or Taiwan, signaling that the "Civilizational Direction" has shifted away from the city.

自由審計：現代公民的 24 點檢核表

 

自由審計：現代公民的 24 點檢核表

這份檢核表是為「普通人」設計的診斷工具——無論你是在企業科層中航行，還是在國家景觀中生活。基於海耶克與古典自由主義傳統的七項原則，這 24 個要點衡量了個人自由與「到奴役之路」之間的摩擦。

第一部分：選擇的力量（金錢與市場）

1. 我購買所需物品時，是否不需要向官員請求個人「恩惠」？

2. 我的收入是基於我提供的價值，而不是基於我認識誰？

3. 「富有階級」是由創新者組成的，而不僅僅是政治權貴？

4. 沒有背景的人是否仍能透過努力建立財富？

5. 我賺取的貨幣是否穩定，且不受隨意政治意圖的影響？

6. 我的公司是否獎勵「績效」而非對特定「領導者」的忠誠？

第二部分：權力的誘因（解決問題）

1. 解決問題的人，從「解決方案」中獲得的利益是否高於從「危機」中獲得的？

2. 是否存在某些「永久性問題」，似乎只是為了維持特定部門的經費？

3. 當「解決方案」失敗時，負責人是否會被追究責任？

4. 組織對於「維護預算」的去向是否透明？

第三部分：法治（界限與自由）

11. 規則是否成文，且平等適用於每個人（包括執行長）？

12. 我是否確切知道什麼是被禁止的，還是「錯誤」是由某人的心情決定的？

13. 法律或員工手冊是用來保護我的權利，還是僅僅為了限制我的行動？

14. 只要我遵守成文規則，我是否可以對任何人說「不」？

15. 「才幹」是唯一的標準嗎？還是存在隱形的「社會信用」評分？

第四部分：離去的自由（遷徙與流動性）

16. 我是否被允許離開這份工作或國家，而不必面臨嚴厲的懲罰？

17. 人才目前是湧入這個組織，還是正在逃離它？

18. 「圍牆」的設計是為了將競爭者擋在外面，還是為了將成員困在裡面？

19. 如果價值觀不合，我的環境是否鼓勵「用腳投票」？

第五部分：保障的陷阱（自由與安全）

20. 我是否正在用隱私或決策權，來換取「保障安全」的承諾？

21. 如果「提供者」失敗了，我有備案嗎？還是我完全依賴它？

22. 這種「安全感」是否只是為了讓我變得更加順從的一種手段？

第六部分：烏托邦的警告（善意）

23. 是否有人正以犧牲我現有權利為代價，強加一套「完美」的系統給我？

24. 「善意」是否被用來作為「權力過度集中」的遮羞布？

The Liberty Audit: A 24-Point Checklist for the Modern Citizen

 

The Liberty Audit: A 24-Point Checklist for the Modern Citizen

Part I: The Power of Choice (Money & Markets)

1. Can I purchase what I need without requiring a personal "favor" from an official?

2. Is my income based on the value I provide, rather than who I know?

3. Does the "rich" class consist of innovators rather than just political cronies?

4. Can a person without connections still build wealth through hard work?

5. Is the currency I earn stable and independent of arbitrary political whims?

6. Does my company reward performance over loyalty to a specific "leader"?

Part II: The Incentives of Power (Problem-Solving)

7. Does the person fixing the problem profit more from the solution than the crisis?

8. Are there "perpetual problems" that seem to keep certain departments funded?

9. When a "solution" fails, is the person responsible held accountable?

10. Is the organization transparent about where the "maintenance" budget goes?

Part III: The Rule of Law (Boundaries & Liberty)

11. Are the rules written down and applied equally to everyone, including the CEO?

12. Do I know exactly what is forbidden, or is "wrong" decided on a whim?

13. Is the law/handbook used to protect my rights or just to restrict my actions?

14. Can I say "No" to a person as long as I am following the written rules?

15. Is "merit" the only standard, or are there hidden "social credit" scores?

Part IV: The Freedom of Exit (Migration & Mobility)

16. Am I allowed to leave this job or country without facing severe punishment?

17. Is talent currently flowing into this organization or fleeing from it?

18. Are the "walls" designed to keep competitors out, or to keep members in?

19. Does my environment encourage "voting with your feet" if values don't align?

Part V: The Trap of Security (Liberty vs. Safety)

20. Am I trading my privacy or decision-making power for a "guarantee" of safety?

21. If the "provider" fails, do I have a backup plan or am I totally dependent?

22. Is the "safety" offered to me a way to make me more compliant?

Part VI: The Utopian Warning (Good Intentions)

23. Is a "perfect" system being forced upon me at the expense of my current rights?

24. Are "good intentions" being used to justify the centralization of total power?

天堂的悖論：為什麼善意往往鋪就了通往地獄之路

 

天堂的悖論：為什麼善意往往鋪就了通往地獄之路

這個觀點由海耶克（Friedrich Hayek）與詩人赫德林（Friedrich Hölderlin）深刻探討，是對烏托邦主義與社會工程的嚴厲警告。它指出，歷史上最恐怖的結果——極權主義、經濟崩潰和全民監控——往往始於一個真誠地想「修正」社會或創造「完美」世界的願望。

詳細解釋：致命的自負

• 抉擇的複雜性： 海耶克稱之為「致命的自負」——即認為少數聰明人能為所有人設計出比個人自行選擇更好的生活。當計畫者試圖消除所有貧窮或風險時，他們無意中摧毀了維持社會運作的自由與反饋機制。

• 事與願違的後果： 出於「善意」的政策往往會產生反效果。例如，租金管制初衷是幫助窮人租房，但往往導致公寓短缺和建築失修，因為維護房屋的誘因被摧毀了。

現代實例

• 「完美」的演算法： 科技公司試圖透過篩選內容讓你只看到喜歡的東西，以此創造一個「無縫」世界（數位天堂）。結果呢？造成了同溫層、激進化以及客觀真相的消亡（數位地獄）。

• 零風險政策： 政府可能試圖在各個領域強制執行絕對安全。雖然初衷是救人，結果卻可能導致經濟停滯，沒人負擔得起創業成本，最終導致貧困與絕望。

現代人的日常實踐

1. 擁抱漸進主義： 與其尋求一次性改變所有的「完美」方案，不如專注於微小、可逆的改進。警惕任何許諾「烏托邦」的人。

2. 看「誘因」，而非「標籤」： 不要根據政策的美麗名稱（如「公平法案」）來判斷它。看其實際運作機制：它是否限制了選擇？它是否集中了權力？

3. 培養智識上的謙遜： 每天提醒自己，你不可能知道對其他人來說什麼才是最好的。尊重他人「犯錯的權利」，是防止強迫式「天堂」的唯一方法。

The Paradise Paradox: Why Good Intentions Can Lead to Hell

 

The Paradise Paradox: Why Good Intentions Can Lead to Hell

The core of this argument is that when we try to force a "perfect" outcome (Heaven) on a complex society, we must inevitably use force to crush the "imperfections" (individual choices). Because humans are diverse and unpredictable, a centralized plan for "perfection" requires total control. Eventually, the pursuit of a collective dream becomes a nightmare for the individual.

Detailed Explanation: The Fatal Conceit

• The Complexity of Choice: Hayek called this "The Fatal Conceit"—the idea that a few smart people can design a better life for everyone than individuals can for themselves. When planners try to eliminate all poverty or all risk, they inadvertently destroy the freedom and feedback loops that keep society functioning.

• Unintended Consequences: Policies made with "good intentions" often backfire. For example, rent control is intended to help the poor find housing, but often results in a shortage of apartments and decaying buildings because the incentives for maintenance are destroyed.

Modern Examples

• The "Perfect" Algorithm: Tech companies intend to create a "seamless" world by curating your feed to show only what you like (a digital paradise). The result? Echo chambers, radicalization, and the death of objective truth (a digital hell).

• Zero-Risk Policies: Governments may try to mandate absolute safety in every sector. While the intention is to save lives, the result can be a stagnant economy where no one can afford to start a business, leading to poverty and despair.

How Modern People Can Practice Daily

1. Embrace Incrementalism: Instead of looking for "perfect" solutions that change everything at once, focus on small, reversible improvements. Beware of anyone promising a "Utopia."

2. Check the "Incentive," Not the "Label": Don't judge a policy or project by its beautiful name (e.g., "The Fairness Act"). Look at the actual mechanics: Does it restrict choice? Does it centralize power?

3. Cultivate Intellectual Humility: Remind yourself daily that you cannot know what is best for everyone else. Respecting others' "right to be wrong" is the only way to prevent a forced "paradise."