濫好人與大局思維：我在職場中學到的課Being a “Yes-Man” vs. Big-Picture Thinking: Lessons I Learned in the Workplace

1. 我曾是典型的「濫好人」

I Used to Be a Typical “Yes-Man”

在職場上，我曾經是一個典型的「濫好人」。誰來求助，我都答應；誰遇到麻煩，我都會跳下去幫忙。起初，我以為這樣是一種美德，是對同事、對組織的貢獻。然而，結果卻往往不是我想像中的正向回饋。更多時候，我的精力被消耗殆盡，甚至被視作「免費資源」，任人支配而無法拒絕。In the workplace, I used to be a typical “yes-man.” Whenever someone asked for help, I would say yes; whenever there was trouble, I would step in to assist. At first, I thought this was a virtue, a contribution to colleagues and the organization. However, the outcome was rarely the positive feedback I imagined. More often than not, my energy was drained, and I was treated as a “free resource,” unable to refuse requests.

2. 真正的幫助，是有策略的

True Help Requires Strategy

後來，我開始反思，究竟什麼才是真正有價值的幫助？我發現，真正的價值不在於幫助了多少次，而在於幫得對不對。每一次的幫助，都應該有思考、有策略，而非單純的「出手即是好人」。Later, I began reflecting on what constitutes truly valuable help. I realized that real value isn’t about how many times you help, but whether your help is meaningful and appropriate. Every act of assistance should involve thought and strategy, rather than simply reacting with a “yes” out of habit.

3. 用大局思維判斷

Applying Big-Picture Thinking

我開始用「大局思維」來判斷：

1. 這件事情本來應該由誰負責？

2. 求助是因為流程本身有問題，還是求助者不了解流程？

3. 或者這個問題源自求助者本身能力不足？

I began applying “big-picture thinking” to evaluate situations:

1. Who is originally responsible for this task?

2. Is the request for help due to a flawed process, or does the requester not understand the process?

3. Or is the issue rooted in the requester’s own lack of capability?

4. 拒絕粗淺需求，聚焦關鍵

Decline Superficial Requests, Focus on What Matters

通過這樣的分析，我發現很多時候，粗淺或非必要的需求，其實不值得我立即投入時間與精力。懂得拒絕這些需求，並將資源集中在最關鍵、最能產生影響力的工作上，反而能讓自己和組織都獲益更多。Through this analysis, I found that many superficial or unnecessary requests weren’t worth my immediate time and effort. Learning to decline these requests and focusing my resources on the most critical, high-impact work benefits both myself and the organization more effectively.

5. 邊界感的重要性

The Importance of Setting Boundaries

在這個過程中，我學到一個重要的原則：邊界感不只是保護自己，避免時間被廉價化；更是讓你的努力能真正放在最有價值的地方，發揮最大影響力。與其做一個「濫好人」，不如用理性與策略去幫助他人，這才是真正的大局思維。In this process, I learned an important principle: setting boundaries is not just about protecting yourself and preventing your time from being undervalued; it’s about ensuring your efforts are applied where they create the greatest value and impact. Instead of being a “yes-man,” it’s better to help others with reason and strategy — that is true big-picture thinking.

6. 給讀者的反思

A Reflection for Readers

最後，我想問自己，也問每一位閱讀這篇文章的人：下一次當有人向你求助，你會選擇「當好人」，還是「從大局出發」？Finally, I ask myself, and every reader of this article: the next time someone asks for your help, will you choose to be a “yes-man,” or will you approach it from a big-picture perspective?