"成功指南：阅读Principles"

可能是因为读英文版，拖拖沓沓的用了一周多才把这本书看完。与诸多成功学畅销书相比，本书无疑还是挺值得一读的，作者RayDalio作为桥水基金创始人的身份也一定程度的增强了本书说服力，提炼的这些原则虽未必适合现实，但至少是一种有益的参照。作者在书的开头便阐释“物竞天择、适者生存”的观点，强调进化是宇宙间最伟大的力量，人是进化的机器，失败和痛苦是进化的动力，pain+reflection=progress。作者将进化过程描述为一个实现愿望的五步流程，包括设定目标，找到问题并且不容忍问题，诊断问题，规划可以解决问题的方案，执行方案要求的各项任务。作者进而在工作原则中强调建造并进化自我机器，要像操作机器一样进行自我管理以实现目标。将人和组织理解为机器后，会带来效率的巨大提升，因为机器完全理性，可以制造，可以模仿，可以复制，可以分层逼近真实，可以流水线分工，可以改进解决问题。但人并不是机器，人还会有诸多的情感，会有对人生意义和自我实现价值的追求，机器化的隐喻不可避免带来对人本主义的压制。作者认为，人需要直面现实，极力推崇radicallyopen-minded和radicallytransparent,要求从自我跳出来客观地俯视所处形势，对自身与其他人和长处和短处准确评估，权衡自己和其他人对形势的看法，向与你意见不同的聪明人请教，不受自我意识和思维盲点阻碍，有效探索不同观点和可能性。在工作原则中，作者的中心思想是通过树立meaningfulwork和meaningfulrelationships的目标，构建以believability-weightedideameritocracy为核心的决策体制，要求人们坦陈理性地表达真实想法，以便进行高质量的公开讨论，尽量形成最优的集体决策。作者强调知行合一，并罗列出桥水基金为ideameritocracy所用的工具和行为准则，“未有知而不行者，知而不行，只是未知”，radicallyopen-minded和radicallytransparent,也与我们的传统文化有冲突，如何在生活和工作中贯彻这些原则也只能是见仁见智了。最后，摘抄出书中一些我认为很有道理的原则。LifePrinciples1.EmbraceRealityandDealwithIt.2.Dreams+Reality+detemination=ASuccessfulLife3.Truthistheessentialfoundationforanygoodoutcome4.Beradicallyopen-mindedandradicallytransparent,theyareinvalueableforrapidlearningandeffectivechange,andwillbringmoremeaningfulworkandmoremeaningfulrelationships.5.Dont'tgethunguponyourviewsofhowthings"should"bebecauseyouwillmissoutonlearninghowtheyreallyare.6.Evolutionisthesinglegreatestforceintheuniverse,itistheonlythingthatispermantanditdriveseverything,evolutionustheLief'sgreatestaccomplishmentanditsgreatestreward.7.Itisafundamentallawofnaturethatinordertogainstrengthonehastopushone'slimits,whichispainful,Pain+Reflection=Progress,sogotothepainratheravoidit,embrachthoughlove.8.Thinkofyourselfasamachineoperatingwithinamachineandknowthatyouhavetheabilitytoalteryourmachinestoproducebetterouttcomes.9.5-stepprocesstogetwhatyouwantoutoflife:1)havecleargoal;2)indentifyanddon'ttolerateproblems;3)diagnoseproblemstogetattheirrootcauses;4)designaplan;5)pushthroughtocompletion.10.Beradicalopen-minded,understandyourtwobarriers:egoandblindspot.11.Practiceraicalopen-mindedness,Sincerelybelievethatyoumightnotknowthebestpossiblepathandrecognizethatyourabilitytodealwellwith"notknowing"ismoreimportantthanwhateveritisyoudoknow.12.Appreciatetheartofthoughtfuldisagreement.13.Understandthatthatpeoplearewiredverydifferently.14.Learnhowtomakedecisionseffectively:1)thebiggestthreattogooddecisionmakingisharmfuluemotions,and2)decesionmakingisatwo-stepprocess(firstlearningandthendeciding).15.Synthesizethesituationathand:1)oneofthemostimportantdecisionsyoucanmakeiswhoyouaskquestionsof.2)don'tbelieveeverythingyouhear;3)everythingslooksbiggerupclose;4)newisovervaluedrelativetogreat;5)don'toversqueezedots.16.Logic,reason,andcommonsenseareyourbesttoolsforsynthesizingrealityandunderstandingwhattodoaboutit.17.Makeyourdecisionsasexpectedvaluecalculations.18.Priiritizebyweighingthevalueofadditioninformationagainstthecostofnotdeciding.WorkPrinciples1.Anorganizationisamachineconsistingoftwomajorparts:cultureandpeople,greatpeoplehavebothgreatcharacterandgreatcapabilities,greatculturesbringproblemsanddisaggreementstothesurfaceandsolvethemwell,andtheyloveimaginingandbuildinggreatthingsthathaven'tbeenbuiltbefore.2.Abelievability-weightedideameritocracyisthebestsystemformakingeffectivedecisions.3.Neversayanythingaboutsomeonethatyouwouldn'tsaytothemdirectlyanddon'ttrypeoplewithoutaccusingthemtotheirfaces.4.Don'tletloyaltytopeoplestandinthewayoftruthandthewell-beingoftheorganization.5.RememberthattheWHOismoreimportantthantheWhat.6.Creatanenvironmentinwhicheveryonehastherighttounderstandwhatmakessenseandnoonehastherighttoholdacriticalopinionwithoutspeakingup.7.Creatacultureinwhichitisokaytomakemistakesandunacceptablenottolearnfromthem.don'tworryaboutlookinggood-worryaboutachievingyourgoals.knowthatnobadycanseethemselvesobjectively.8.Recognizethatconflictsareessentialforgreatrelationshipsbecausetheyarehowpeopledeterminewhethertheirprinciplesarealignedandresolvetheirdifferences.9.Beopen-mindedandassertiveatthesametime.10.Itisyourmeetingtorun,managetheconversation.11.Findthemostbelievablepeoplepossiblewhodisagreewithyouandtrytounderstandtheirreasoning.12.Recongizehowtogetbeyonddisagreements:principlecan'tbeignoredbmutualagreement.13.Maketheprocessoflearningwhatsomeoneislikeopen,evolutionary,anditerative.14.Manageassomeoneoperatingamachinetoachieveagoal.15.Rememberthatforeverycaseyoudealwith,yourapproachshouldhavetwopurposes:1)tomoveyouclosetoyourgoal,and2)totrainandtestyourmachine.16.Designandoverseeamachinetoperceivewhetherthingsaregoodenoughornotgoodenough,ordoityourself.17.Beveryspecficaboutproblems,don'tstartwithgeneralizations,don'tbeafraidtofixthediffcultthings.18.Diagnoseproblemstogetattheirrootcauses,arootcauseisnotanactionbutareason.19.Designimprovementstoyourmachinetogetaroundyourproblems.20.Buildtheorganizationaroudgoalsratherthantasks.21.Havetheclearestpossiblereportinglinesanddelineationsofresponsbilities.22.Rememberthatalmosteverythingwilltakemoretimeandcostmoremoneythanyouexpect.23.Usetoolsandprotocolstoshapehowworkisdoe.24.Tobesuccessful,allorganizationsmusthavechecksandbalances.