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《HOPE English 希平方》服務條款關於個人資料收集與使用之規定

隱私權政策
上次更新日期:2014-12-30

希平方 為一英文學習平台,我們每天固定上傳優質且豐富的影片內容,讓您不但能以有趣的方式學習英文,還能增加內涵,豐富知識。我們非常注重您的隱私,以下說明為當您使用我們平台時,我們如何收集、使用、揭露、轉移及儲存你的資料。請您花一些時間熟讀我們的隱私權做法,我們歡迎您的任何疑問或意見,提供我們將產品、服務、內容、廣告做得更好。

本政策涵蓋的內容包括:希平方 如何處理蒐集或收到的個人資料。
本隱私權保護政策只適用於: 希平方 平台,不適用於非 希平方 平台所有或控制的公司,也不適用於非 希平方 僱用或管理之人。

個人資料的收集與使用
當您註冊 希平方 平台時,我們會詢問您姓名、電子郵件、出生日期、職位、行業及個人興趣等資料。在您註冊完 希平方 帳號並登入我們的服務後,我們就能辨認您的身分,讓您使用更完整的服務,或參加相關宣傳、優惠及贈獎活動。希平方 也可能從商業夥伴或其他公司處取得您的個人資料,並將這些資料與 希平方 所擁有的您的個人資料相結合。

我們所收集的個人資料, 將用於通知您有關 希平方 最新產品公告、軟體更新,以及即將發生的事件,也可用以協助改進我們的服務。

我們也可能使用個人資料為內部用途。例如:稽核、資料分析、研究等,以改進 希平方公司 產品、服務及客戶溝通。

瀏覽資料的收集與使用
希平方 自動接收並記錄您電腦和瀏覽器上的資料,包括 IP 位址、希平方 cookie 中的資料、軟體和硬體屬性以及您瀏覽的網頁紀錄。

隱私權政策修訂
我們會不定時修正與變更《隱私權政策》,不會在未經您明確同意的情況下,縮減本《隱私權政策》賦予您的權利。隱私權政策變更時一律會在本頁發佈;如果屬於重大變更,我們會提供更明顯的通知 (包括某些服務會以電子郵件通知隱私權政策的變更)。我們還會將本《隱私權政策》的舊版加以封存,方便您回顧。

服務條款
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上次更新日期:2013-09-09

歡迎您加入看 ”希平方”
感謝您使用我們的產品和服務(以下簡稱「本服務」),本服務是由 希平方 所提供。
本服務條款訂立的目的,是為了保護會員以及所有使用者(以下稱會員)的權益,並構成會員與本服務提供者之間的契約,在使用者完成註冊手續前,應詳細閱讀本服務條款之全部條文,一旦您按下「註冊」按鈕,即表示您已知悉、並完全同意本服務條款的所有約定。如您是法律上之無行為能力人或限制行為能力人(如未滿二十歲之未成年人),則您在加入會員前,請將本服務條款交由您的法定代理人(如父母、輔助人或監護人)閱讀,並得到其同意,您才可註冊及使用 希平方 所提供之會員服務。當您開始使用 希平方 所提供之會員服務時,則表示您的法定代理人(如父母、輔助人或監護人)已經閱讀、了解並同意本服務條款。 我們可能會修改本條款或適用於本服務之任何額外條款,以(例如)反映法律之變更或本服務之變動。您應定期查閱本條款內容。這些條款如有修訂,我們會在本網頁發佈通知。變更不會回溯適用,並將於公布變更起十四天或更長時間後方始生效。不過,針對本服務新功能的變更,或基於法律理由而為之變更,將立即生效。如果您不同意本服務之修訂條款,則請停止使用該本服務。

第三人網站的連結 本服務或協力廠商可能會提供連結至其他網站或網路資源的連結。您可能會因此連結至其他業者經營的網站,但不表示希平方與該等業者有任何關係。其他業者經營的網站均由各該業者自行負責,不屬希平方控制及負責範圍之內。

兒童及青少年之保護 兒童及青少年上網已經成為無可避免之趨勢,使用網際網路獲取知識更可以培養子女的成熟度與競爭能力。然而網路上的確存有不適宜兒童及青少年接受的訊息,例如色情與暴力的訊息,兒童及青少年有可能因此受到心靈與肉體上的傷害。因此,為確保兒童及青少年使用網路的安全,並避免隱私權受到侵犯,家長(或監護人)應先檢閱各該網站是否有保護個人資料的「隱私權政策」,再決定是否同意提出相關的個人資料;並應持續叮嚀兒童及青少年不可洩漏自己或家人的任何資料(包括姓名、地址、電話、電子郵件信箱、照片、信用卡號等)給任何人。

為了維護 希平方 網站安全,我們需要您的協助:

您承諾絕不為任何非法目的或以任何非法方式使用本服務,並承諾遵守中華民國相關法規及一切使用網際網路之國際慣例。您若係中華民國以外之使用者,並同意遵守所屬國家或地域之法令。您同意並保證不得利用本服務從事侵害他人權益或違法之行為,包括但不限於:
A. 侵害他人名譽、隱私權、營業秘密、商標權、著作權、專利權、其他智慧財產權及其他權利;
B. 違反依法律或契約所應負之保密義務;
C. 冒用他人名義使用本服務;
D. 上載、張貼、傳輸或散佈任何含有電腦病毒或任何對電腦軟、硬體產生中斷、破壞或限制功能之程式碼之資料;
E. 干擾或中斷本服務或伺服器或連結本服務之網路,或不遵守連結至本服務之相關需求、程序、政策或規則等,包括但不限於:使用任何設備、軟體或刻意規避看 希平方 - 看 YouTube 學英文 之排除自動搜尋之標頭 (robot exclusion headers);

服務中斷或暫停
本公司將以合理之方式及技術,維護會員服務之正常運作,但有時仍會有無法預期的因素導致服務中斷或故障等現象,可能將造成您使用上的不便、資料喪失、錯誤、遭人篡改或其他經濟上損失等情形。建議您於使用本服務時宜自行採取防護措施。 希平方 對於您因使用(或無法使用)本服務而造成的損害,除故意或重大過失外,不負任何賠償責任。

版權宣告
上次更新日期:2013-09-16

希平方 內所有資料之著作權、所有權與智慧財產權,包括翻譯內容、程式與軟體均為 希平方 所有,須經希平方同意合法才得以使用。
希平方歡迎你分享網站連結、單字、片語、佳句,使用時須標明出處,並遵守下列原則:

  • 禁止用於獲取個人或團體利益,或從事未經 希平方 事前授權的商業行為
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  • 禁止公佈或傳送任何誹謗、侮辱、具威脅性、攻擊性、不雅、猥褻、不實、色情、暴力、違反公共秩序或善良風俗或其他不法之文字、圖片或任何形式的檔案
  • 禁止侵害或毀損希平方或他人名譽、隱私權、營業秘密、商標權、著作權、專利權、其他智慧財產權及其他權利、違反法律或契約所應付支保密義務
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網站連結
歡迎您分享 希平方 網站連結,與您的朋友一起學習英文。

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「Marco Alverà:讓企業營運更順利的驚人要素」- The Surprising Ingredient That Makes Businesses Work Better


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For me, it was not being invited to a friend's wedding. At first, I didn't really mind. I thought he was having a small reception. But then I kept meeting people who were going to the same wedding, and they weren't as close to the groom as I was and I felt left out. That really sucked. It felt really unfair. For my daughters, Lipsi and Greta, it was last week. They were taking turns massaging their mom's back with a toy for back rubs, and then one of the girls felt that the other girl had a longer go. That's when I walk into the room to find Greta in a rage, shouting, "That's not fair!" and Lipsi in tears, and my wife holding a stopwatch to make sure that each girl had precisely one minute on the toy.

So if you're anything like me or my girls, the last thing that upset you probably also had to do with unfairness. That's because unfairness triggers us so strongly that we can't think straight. We become afraid and suspicious. Our unfairness antennae stick up. We feel pain, and we walk away.

Unfairness is one of the defining issues of our society, it's one of the root causes of polarization, and it's bad news for business. At work, unfairness makes people defensive and disengaged. A study shows that 70 percent of workers in the US are disengaged, and this is costing the companies 550 billion dollars a year every year. This is, like, half the total spent on education in the US. This is the size of the GDP of a country like Austria.

So removing unfairness and promoting fairness should be our priority. But what does it mean in practice? Is it about more rules? Is it about systems? Is it about equality? Well, partly, but fairness is more interesting than rules and equality. Fairness works in surprising ways.

15 years ago, I left a US investment bank to join a large Italian state-owned oil company. It was a different world. I thought the key to getting the best performance was a risk-reward system where you could give the high performers bonuses and promotions and give the underperformers something to worry about. But in this company, we had fixed salaries and lifelong jobs. Careers were set, so my toolkit wasn't very effective, and I was frustrated.

But then I saw that this company was producing some pockets of excellence, areas in which they beat the competition in very tough, competitive sectors. This was true in trading, in project management—it was very true in exploration. Our exploration team was finding more oil and gas than any other company in the world. It was a phenomenon. Everyone was trying to figure out how this was possible. I thought it was luck, but after each new discovery, that became less and less likely. So did we have a special tool? No. Did we have a killer application that no one else had? No. Was it one genius who was finding oil for the whole team? No, we hadn't hired a senior guy in years. So what was our secret sauce? I started looking at them really carefully. I looked at my friend, who drilled seven dry wells, writing off more than a billion dollars for the company, and found oil on the eighth. I was nervous for him...but he was so relaxed. I mean, these guys knew what they were doing. And then it hit me: it was about fairness. These guys were working in a company where they didn't need to worry about short-term results. They weren't going to be penalized for bad luck or for an honest mistake. They knew they were valued for what they were trying to do, not the outcome. They were valued as human beings. They were part of a community. Whatever happened, the company would stand by them. And for me, this is the definition of fairness. It's when you can lower those unfairness antennae, put them at rest. Then great things follow. These guys could be true to their purpose, which was finding oil and gas. They didn't have to worry about company politics or greed or fear. They could be good risk-takers, because they weren't too defensive and they weren't gambling to take huge rewards. And they were excellent team workers. They could trust their colleagues. They didn't need to look behind their backs. And they were basically having fun. They were having so much fun, one guy even confessed that he was having more fun at the company Christmas dinner than at his own Christmas dinner.

But these guys, essentially, were working in a fair system where they could do what they felt was right instead of what's selfish, what's quick, what's convenient, and to be able to do what we feel is right is a key ingredient for fairness, but it is also a great motivator. And it wasn't just explorers who were doing the right thing. There was an HR director who proposed that I hire someone internally and give him a managerial job. This guy was very good, but he didn't finish high school, so formally, he had no qualifications. But he was so good, it made sense, and so we gave him the job. Or the other guy, who asked me for a budget to build a cheese factory next to our plant in Ecuador, in the village. It didn't make any sense: no one ever built a cheese factory. But this is what the village wanted, because the milk they had would spoil before they could sell it, so that's what they needed. And so we built it. So in these examples and many others, I learned that to be fair, my colleagues and I, we needed to take a risk and stick our head out, but in a fair system, you can do that. You can dare to be fair.

So I realized that these guys and other colleagues were achieving great results, doing great things, in a way that no bonus could buy. So I was fascinated. I wanted to learn how this thing really worked, and I wanted to learn it also for myself, to become a better leader. So I started talking to colleagues, to coaches, to headhunters and neuroscientists, and what I discovered is that what these guys were up to and the way they worked is really supported by recent brain science. And I've also discovered that this can work at all levels in any type of company. You don't need the fixed salaries or the stable careers. This is because science shows that humans have an innate sense of fairness. We know what is right and what is wrong before we can talk or think about it. My favorite experiment has six-month old babies watching a ball trying to struggle up a hill. And there's a helpful, friendly square that pushes the ball up the hill, and then a mean triangle pushes the ball back down. After watching this several times, they ask the babies to pick, to choose what to play with. They can pick a ball, a square or a triangle. They never pick up the triangle. All the babies want to be the square.

And science also shows that when we see or perceive fairness, our brain releases a substance that gives us pleasure, proper joy. But when we perceive unfairness, we feel pain... even greater pain than the same type of pain as if I really hurt myself. That's because unfairness triggers the primitive, reptile part of our brain, the part that deals with threats and survival, and when unfairness triggers a threat, that's all we can think about. Motivation, creativity, teamwork, they all go way back.

And it makes sense that we're wired this way, because we're social animals. We need to be part of a community to survive. We're born so helpless that someone needs to look after us until we're maybe 10 years old, so our brain evolves towards food. We need to be in that community. So whether I like it or not, not being invited to the friend's wedding, my lizard brain is generating the same response as if I'm about to be pushed out from my community.

So science explains quite nicely why fairness is good and why unfairness makes us really defensive, but science also shows that in a fair environment, not only do we all want to be the square, but we tend to be the square, and this allows other people to be fair in turn. This creates a beautiful fairness circle. But while we start off fair...one drop of unfairness contaminates the whole pool, and unfortunately, there's plenty of drops in that pool. So our effort should be to filter out as much unfairness as we can from everywhere, starting from our communities, starting from our companies. I worry about this a lot because I lead a team of 3,000 excellent people, and the difference between 3,000 happy, motivated team workers and 3,000 clock-watchers is everything. So the first thing I try to do in my fairness crusade is to try to take myself out of the equation. That means being aware of my own biases. For example, I really like people who say yes to whatever I suggest.

But that's not very good for the company and not very good for anyone who has different ideas. So we try to actively promote a culture of diversity of opinions and diversity of character. The second thing we do is a little more procedural. We look at all the rules, the processes, the systems in the company, the ones we use to take decisions and allocate resources, and we try to get rid of anything that's not very clear, not very rational, doesn't make sense, and we also try to fix anything that's limiting the transfer of information within the company. We then look at the culture and the motivation for the same reasons.

But my point is that however hard you look at the rules, the processes, the systems—and we have to do that—but however hard we look, we're never going to do enough to get to the real essence of fairness. That's because the last mile of fairness requires something else. It's about what people's emotions are, what their needs are, what's going on in their private lives, what society needs. These are all questions and elements that are very hard to put into a spreadsheet, into an algorithm. It's very hard to make them part of our rational decision. But if we miss these, we're missing key important points, and the outcome is likely to feel unfair. So we should cross-check our decisions with our fairness center switched on. Is it right that this guy should get the job he's really hoping to get? Is it right that this guy should be fired? Is it right that we should be charging so much for this product? These are tough questions. But if we take the time to ask ourselves whether the rational answer is the right one...we all know deep inside what the answer is. We've known since we were babies. And to know what the right answer is is pretty cool for decision-making. And if we turn on our hearts, that's the key to getting the real best out of people, because they can smell it if you care, and only when you really care will they leave their fears behind and bring their true selves to work.

So if fairness is a keystone of life, why isn't every leader making it their priority? Wouldn't it be cool to work in a company that was more fair? Wouldn't it be great to have colleagues and bosses that were selected and trained for fairness and for character and not based on 60-year-old GMATs? Wouldn't it be nice to be able to knock on the door of a Chief Fairness Officer? We'll get there, but why is it not happening now? Well, partly, it's because of inertia, partly, it's because fairness isn't always easy. It requires judgment and risk. Drilling that eighth well was a risk. Promoting the guy who didn't finish high school was a risk. Building a cheese factory in Ecuador was a risk. But fairness is a risk worth taking, so we should be asking ourselves, where can we take this risk? Where can we push ourselves a little bit further, to go beyond what's rational and do what's right? Thank you.

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