During this week, my preparation from the previous two weeks translated into direct engagement with the community. On Sunday, we delivered our three-hour anti-scam and fraud prevention workshop to approximately 30 migrant domestic workers. The workshop was a success: participants were highly engaged throughout the session and responded particularly well to the interactive simulations and scenarios. Rather than simply presenting information, the activities gave participants opportunities to practice identifying scams and thinking through how they would respond to them.

We also created pre- and post-workshop surveys to measure changes in participants' knowledge and confidence around the topics we covered. The results showed visible increases between the two surveys. While the sample was small and the measures were limited, seeing this change gave us a tangible indication that the workshop had achieved at least some of its intended educational outcomes. I was particularly proud that the work we had spent weeks developing could translate into something participants actively enjoyed while also producing measurable changes in their self-reported understanding and confidence.

One of the most important lessons from the workshop was the value of designing for participation rather than simply delivering information. Our decision to use simulations, scenarios, and discussion made it easier for participants to connect the material to situations they might actually encounter. This reinforced the importance of Curiosity and Determination in the earlier stages of the project: we had to keep questioning what would work and then put in the effort to revise the curriculum until it was ready.

The workshop also tested my accountability and collaboration. Once we were in front of 30 participants, the materials we had created could no longer be revised in the same way they could during our practice sessions. I had to respond to participants in real time and trust the preparation that had gone into the workshop. I also learned that successful leadership does not require controlling every aspect of an activity. The other interns, facilitators, and participants all shaped how the workshop unfolded, and being responsive to that input was part of my role as a facilitator.

My work with Justice Without Borders also expanded significantly this week. I was introduced to its key community outreach initiative, called a Healthcheck, in which staff go into communities of migrant domestic workers to learn about their employment satisfaction, knowledge of their legal rights, and living conditions. The first stage of the project involved co-creating the survey with MDWs themselves. This approach stood out to me because it positioned community members as contributors to the research rather than simply subjects of it. It also made me think differently about my own workshop: the strongest interventions are not necessarily those designed entirely by outside organizations, but those shaped by the people they are intended to serve.

In addition to the Healthcheck project, I began contributing to JWB's casework. My responsibilities included organizing case chronologies and locating or requesting documents needed to build factual narratives for new motions. I also conducted general research on the Hong Kong legal system. This work was very different from designing an educational workshop because the consequences of accuracy were much more immediate. Organizing a chronology or identifying a missing document could affect how a client's situation was understood in a legal proceeding. I therefore had to be especially attentive to detail and careful not to make assumptions when working with incomplete information.

The character dimensions most tested this week were accountability, integrity, collaboration, and humanity. The workshop required accountability to the participants who had trusted us with their time and attention, while the casework required integrity and precision because I was working with real clients' circumstances. Humanity was especially relevant in both settings: whether developing a fraud-prevention activity or organizing a legal case, I needed to remember that the work ultimately concerned people's lives rather than abstract problems.

My leadership capacities shifted toward people and performance this week. During the workshop, I was responsible for engaging participants and adapting to their reactions in real time. Through JWB, I relied more heavily on performance by producing accurate, useful work while learning unfamiliar legal processes. I felt particularly stretched by moving between these very different roles: facilitator, researcher, and casework assistant.

One thing I would approach differently is building more systematic methods for capturing feedback during the workshop itself. The pre- and post-surveys gave us useful information about changes in knowledge and confidence, but participant reactions and conversations also contained valuable qualitative feedback that we did not capture as systematically. In future projects, I would plan for both quantitative and qualitative evaluation from the beginning.

My behavioral adjustment for next week will be to ask more deliberately what the people I am working with think should come next, rather than focusing only on completing the tasks already assigned to me. I want to continue developing Curiosity and Humanity, particularly through the Healthcheck project, by listening carefully to how MDWs themselves describe their needs and priorities.