# 原則匯總列表
### Summary and Table of Principles原則匯總列表
#### To Get the Culture Right…
塑造良好的公司文化
... 1) Trust in truth.
... 1) 相信真相
... 2) Realize that you have nothing to fear from truth.
... 2) 你要知道，真相沒什么可怕的。
... 3) Create an environment in which everyone has the right to understand what makes sense and no one has the right to hold a critical opinion withoutspeaking up about it.
... 3) 創造這樣一種氛圍，只要是合理的事情，人人都能相互理解，沒有人有權妄加批評，除非他能開誠布公地講他的理由。
... 4) Be extremely open.
... 4) 要極為開放。
... 5) Have integrity and demand it from others.
... 5) 保持正直，要求別人也必須保持正直。
a) Never say anything about a person you wouldn’t say to them directly, and don’t try people without accusing them to their face.
a) 若當面不對別人進行評論，背地里也不要說。若未曾當面控訴過別人，也不要背地里試探。
b) Don’t let “loyalty” stand in the way of truth and openness.
b) 所謂的“忠誠”不能成為真相與開放的攔路虎。
... 6) Be radically transparent.
... 6) 要極為透明。
a) Record almost all meetings and share them with all relevant people.
a) 記錄每一次會議，并分享給與之有關系的人。
... 7) Don’t tolerate dishonesty.
... 7) 絕不容忍失信。
a) Don’t believe it when someone caught being dishonest says they have seen the light and will never do that sort of thing again.
a) 不要相信失信之人說他已痛改前非，絕不再犯。
**... 8) Create a Culture in which it is oK to make mistakes but unacceptable Not to identify, Analyze, and Learn From Them**
**... 8) 創造這樣一種文化：容許犯錯，并從錯誤中進行識別、分析、吸取教訓。**
... 9) Recognize that effective, innovative thinkers are going to make mistakes
... 9）要意識到處事高效創新的思考者都會犯錯。
... 10) Do not feel bad about your mistakes or those of others. Love them!
... 10）不要為自己或別人犯的錯而郁郁寡歡，要熱愛這些錯！
... 11) Observe the patterns of mistakes to see if they are a product of weaknesses.
... 11）仔細觀察所犯錯誤的模式，看看它們是不是自身缺點所導致。
... 12) Do not feel bad about your weaknesses or those of others.
... 12）不要因為自己或別人的缺點而感到糟糕。
... 13) Don’t worry about looking good - worry about achieving your goals.
... 13）別老擔心面子上過不過得去，而要擔心是否會影響目的的實現。
... 14) Get over “blame” and “credit” and get on with “accurate” and “inaccurate.”
... 14）別去管“責備”或“贊揚”，要習慣關注錯誤的歸因是“精準”還是“不精準”。
... 15) Don’t depersonalize mistakes.
... 15）錯誤歸因要具體到個人。
... 16) Write down your weaknesses and the weaknesses of others to help remember and acknowledge them.
... 16）寫下你和別人的缺點，幫助自己牢記并承認這些缺點。
... 17) When you experience pain, remember to reflect.
... 17）若因犯了錯而感到痛苦，記得要反省。
... 18) Be self-reflective and make sure your people are self-reflective.
... 18）要自我反思，也確保你身邊的朋友們也都是懂得自我反思的。
... 19) Teach and reinforce the merits of mistake-based learning.
... 19）教導和強化基于錯誤學習的優點。
a) The most valuable tool we have for this is the issues log (explained fully later) , which is aimed at identifying and learning from mistakes.
a) 最有效的工具是建立“問題日志”（下文中將詳述），旨在鑒別問題，并從中吸取教訓。
**...20) Constantly Get in Synch.**
**...20）不斷爭取意見統一。**
... 21) Constantly get in synch about what is true and what to do about it.
... 21）要去偽存真，爭取在解決方案上的意見統一。
... 22) Talk about “Is it true?” and “Does it make sense?”
... 22）討論“這是對的么？”和“這事有意義么？”
... 23) Fight for right.
... 23）認為對的事情，要據理力爭。
... 24) Be assertive and open-minded at the same time.
... 24）既要立場堅定，也要保持兼容并蓄。
a) Ask yourself whether you have earned the right to have an opinion.
a) 問問自己，是否擁有發表觀點的權利。
b) Recognize that you always have the right to have and ask questions.
b) 要知道自己始終擁有提問的權利。
c) Distinguish open-minded people from closed-minded people.
c) 區分思維開放的人和思想保守的人。
d) Don’t have anything to do with closed-minded, inexperienced people.
d) 思想保守、缺乏經驗之人，還是敬而遠之吧。
e) Be wary of the arrogant intellectual who comments from the stands without having played on the field.
e) 謹防紙上談兵、夸夸其談的人。
f) Watch out for people who think it’s embarrassing not to know.
f) 謹防那些不知為恥的人。
... 25) Make sure responsible parties are open-minded about the questions and comments of others.
... 25）確保主要責任方對于他人提出的問題與評論都是持開放態度的。
... 26) Recognize that conflicts are essential for great relationships because they are the means by which people determine whether their principles are alignedand resolve their differences.
... 26）要意識到，沖突對于建立重要關系是大有裨益的，因為通過沖突人們才能確定對方的原則是否與自己的一致，便于化解分歧。
a) Expect more open-minded disagreements at Bridgewater than at most other firms.
a) 在橋水聯合基金公司里，要期待比其他公司更多的不拘于成見的分歧。
b) There is giant untapped potential in disagreement, especially if the disagreement is between two or more thoughtful people
b) 分歧中蘊含巨大潛力，尤其對于兩個有想法的人之間的分歧而言，更是如此。
... 27) Know when to stop debating and move on to agreeing about what should be done.
... 27）知道什么時候終止辯論，進而討論一致的解決方案。
a) However, when people disagree on the importance of debating something, it should be debated.
a) 當有人質疑就某事展開辯論的重要性時，辯論是有必要的。
b) Recognize that “there are many good ways to skin a cat.”
b) “辦法總比問題多”。
c) For disagreements to have a positive effect, people evaluating an individual decision ordecision-maker must view the issue within a broader context.
c) 要想通過分歧獲得積極的結果，評估個人抉擇或決策者的觀點時需要樹立大局觀。
d) Distinguish between 1) idle complaints and 2) complaints that are meant to lead to improvement.
d) 要區分兩個概念：1）無用的抱怨 2）旨在實現改善的合理訴求。
... 28) Appreciate that open debate is not meant to create rule by referendum.
... 28）贊賞開放式辯論的討論方式并不意味著要通過全體投票來制定規則。
... 29) Evaluate whether an issue calls for debate, discussion, or teaching.
... 29）要評估事項是否需要辯論、討論或傳授。
a) To avoid confusion, make clear which kind of conversation (debate, discussion, or teaching) you are having
a) 為了避免產生誤解，需要確定使用何種溝通方式（辯論、討論或傳授）。
b) Communication aimed at getting the best answer should involve the most relevant people.
b) 旨在獲得最佳方案的溝通，應該邀請最相關的人參與其中。
c) Communication aimed at educating or boosting cohesion should involve a broader set of people than would be needed if the aim were just getting the best answer.
c) 旨在教育，增強凝聚力的溝通，如果目標是獲取最優解決方案，那么就應該聽取更多人的意見。
d) Leverage your communication.
d) 充分利用各種溝通手段。
... 30) Don’t treat all opinions as equally valuable.
... 30) 不要對所有的觀點一視同仁。
a) A hierarchy of merit is not only consistent with a meritocracy of ideas but essential forit.
a) 能力層級不僅需要與觀點優先原則相一致，更是后者的必然要求。
... 31) Consider your own and others’ “believabilities.”
... 31）思考自己和別人的可信度。
a) Ask yourself whether you have earned the right to have an opinion.
a) 問問自己，是否擁有發表觀點的權利。
b) People who have repeatedly and successfully accomplished the thing in question andhave great explanations when probed are most believable.
b) 若有人多次成功解決懸而未決的問題，面對質疑也能講得頭頭是道，這種人的觀點最可信。
c) If someone asks you a question, think first whether you’re the responsible party/rightperson to be answering the question.
c) 如果有人問你一個問題，首先要考慮自己是不是能夠解答這個問題的人。
... 32) Spend lavishly on the time and energy you devote to “getting in synch”because it’s the best investment you can make.
... 32）為了“意見統一”，花再多的時間與精力都不為過，因為這是最有價值的投資。
... 33) If it is your meeting to run, manage the conversation.
... 33）如果是你主持會議，請協調好會議中各方的討論。
a) Make it clear who the meeting is meant to serve and who is directing the meeting.
a) 弄清會議的服務方和主持方。
b) Make clear what type of communication you are going to have in light of the objectivesand priorities.
b) 根據會議目標與重點議題，確定會議的交流方式。
c) Lead the discussion by being assertive and open-minded.
c) 主持討論要堅定自信，開誠布公。
d) A small group (3 to 5) of smart, conceptual people seeking the right answers in anopen-minded way will generally lead to the best answer.
d) 組織三至五人的小組討論，邀請思維靈活、概念清晰的成員開放地尋求最佳方案，這種情況一般能取得最好的效果。
e) 1+1=3\.
f) Navigate the levels of the conversation clearly.
f) 要明確討論的層次的方向。
g) Watch out for “topic slip.”
g) 注意不要讓討論偏題。
h) Enforce the logic of conversations.
h) 增強溝通的邏輯性。
i) Worry about substance more than style.
i) 實質內容比形式更重要。
j) Achieve completion in conversations.
j) 在討論中要得出一定結論。
k) Have someone assigned to maintain notes in meetings and make sure follow-throughhappens.
k) 安排人做會議紀要，保證會議討論的事項后續落實。
l) Be careful not to lose personal responsibility via group decision-making.
l) 需要注意的是，集體決策時不要忘記了個人的職責。
... 34) Make sure people don’t confuse their right to complain, give advice, anddebate with the right to make decisions.
... 34）不要將控訴、獻言獻策、辯論的權利同抉擇權混為一談。
... 35) Recognize that getting in synch is a two-way responsibility.
... 35）要認識到，達成意見統一是雙向責任。
... 36) Escalate if you can’t get in synch.
... 36）如果意見無法統一，提交上級進行討論。
**To Get the People Right…**
**選對人，用對人**
**... 37) Recognize the Most Important Decisions You Make Are Who You Choose toBe Your Responsible Party**
**... 37）要知道，最重要的選擇是選誰做負責人。**
... 38) Remember that almost everything good comes from having great peopleoperating in a great culture.
...38）要記住，幾乎所有的成功都是來自優秀的文化以及在其中工作的優秀的人才。
... 39) First, match the person to the design.
... 39）首先，要選擇合適的人參與規劃。
a) Most importantly, find people who share your values.
a) 最為重要的是要找同你價值觀一致的人。
b) Look for people who are willing to look at themselves objectively and have character.
b) 要找愿意客觀評價自己且有自身性格特點的人。
c) Conceptual thinking and common sense are required in order to assign someone theresponsibility for achieving goals (as distinct from tasks) .
c) 根據需要完成任務和實現目標，選擇具備相關概念性思維和常識的人履職盡責。
... 40) Recognize that the inevitable responsible party is the person who bears theconsequences of what is done.
... 40）必然責任人是需要承擔一切后果的。
... 41) By and large, you will get what you deserve over time.
... 41）總的來說，日積月累，你會得到你應得的。
... 42) The most important responsible parties are those who are most responsible forthe goals, outcomes, and machines (they are those higher in the pyramid) .
... 42）最重要的責任人要為目標、結果和組織機構負主要責任（即位于組織里的上層的人）。
... 43) Choose those who understand the difference between goals and tasks to runthings.
... 43）選擇那些明白“目標”與“任務”之間差異的人來做事。
**...44) Recognize that People Are Built Very Differently**
**...44) 要知道每個人生來和后天塑造都是不同的。**
... 45) Think about their very different values, abilities, and skills.
... 45）考慮他們在價值觀、能力和技能上的差異。
... 46） Understand what each person who works for you is like so that you know whatto expect from them.
... 46）要了解你每個員工的情況，才能知道你能在他們身上有何種期待。
... 47) Recognize that the type of person you fit in the job must match therequirements for that job.
... 47）崗位用人要與職位要求相匹配。
... 48) Use personality assessment tests and quality reflections on experiences tohelp you identify these differences.
... 48）通過性格測試以及員工工作經歷中反映的性格特點來幫助自己了解他們之間的差異。
... 49) Understand that different ways of seeing and thinking make people suitable fordifferent jobs.
... 49）要知道，每個人的觀察與思考方式不同，因此適合的職位也不同。
a) People are best at the jobs that require what they do well.
a) 人們在所擅長的領域工作表現最佳。
b) If you’re not naturally good at one type of thinking, it doesn’t mean you’re precludedfrom paths that require that type of thinking
b) 若你天生不擅長某種思維方式，并不意味著就做不好需要這種思維方式的工作。
... 50) Don’t hide these differences. Explore them openly with the goal of figuring outhow you and your people are built so you can put the right people in the rightjobs and clearly assign responsibilities.
... 50）不要隱藏這些差異，坦誠溝通，以深入了解自己和員工，把合適的人用在合適的崗位上，并明確任務分工。
... 51) Remember that people who see things and think one way often have difficultycommunicating and relating to people who see things and think another way.
... 51）要記住，看待事物與思維方式不同的人，在交流和相處上是存在困難的。
**... 52) Hire Right, Because the Penalties of Hiring Wrong Are Huge**
**... 52）雇傭對的人，用錯了人，代價會極為慘重。**
... 53) Think through what values, abilities, and skills you are looking for.
... 53) 仔細審度自己想要的員工應具備什么樣的價值觀、能力和技能。
... 54) Weigh values and abilities more heavily than skills in deciding whom to hire.
... 54）招聘員工時，要多考慮員工的價值觀與能力，這比技能更重要。
... 55) Write the profile of the person you are looking for into the job description.
... 55）招聘員工時，在崗位說明里描述希望招到一個什么樣的員工。
... 56) Select the appropriate people and tests for assessing each of these qualitiesand compare the results of those assessments to what you’ve decided isneeded for the job.
... 56）挑選合適人選，根據相應工作崗位應具備的素質要求對他們進行考核評估，比對評估結果與素質要求。
a) Remember that people tend to pick people like themselves, so pick interviewers whocan identify what you are looking for.
a) 要記住，人們往往傾向于選擇和自己相似的人，因此應挑選那些了解自己想雇傭何種員工的人擔任面試考官。
b) Understand how to use and interpret personality assessments.
b) 要知道如何使用和解讀性格測試。
c) Pay attention to people’s track records.
c) 注意受聘者的過往業績。
d) Dig deeply to discover why people did what they did.
d) 深入挖掘，探尋他們過往行為的動機。
e) Recognize that performance in school, while of some value in making assessments,doesn’t tell you much about whether the person has the values and abilities you arelooking for.
e) 要認識到，盡管學校表現在進行評估時有一定價值，但卻不能體現應聘者是否具備你想要的價值觀或能力。
f) Ask for past reviews.
f) 要求提供過往業績的評估。
g) Check references.
g) 參考推薦信。
... 57) Look for people who have lots of great questions.
... 57）尋找可提出好問題的員工。
... 58) Make sure candidates interview you and Bridgewater.
... 58）確保應聘者對你和橋水聯合基金也進行了面試。
... 59) Don’t hire people just to fit the first job they will do at Bridgewater; hire peopleyou want to share your life with.
... 59）不要聘用那些只把橋水聯合基金當做第一份工作的人，要用那些你愿意與之分享人生的人。
... 60) Look for people who sparkle, not just “another one of those.”
... 60）要選熠熠生輝之人，而不是又一個平庸之輩。
... 61) Hear the click: Find the right fit between the role and the person.
... 61）聽到咔噠聲：所需職位和聘用之人一定要匹配合適。
... 62) Pay for the person, not for the job.
... 62）以人論酬，而不是以崗論酬。
... 63) Recognize that no matter how good you are at hiring, there is a high probabilitythat the person you hire will not be the great person you need for the job.
... 63）要知道無論你在招聘人才方面有多在行，你所聘用的人選都很有可能不是崗位的最佳人選。
**... 64) Manage as Someone Who Is Designing and Operating a Machine to Achieve the Goal**
**... 64）像設計和運行一臺機器一樣做好管理工作，才能實現預期目標。**
... 65) Understand the differences between managing, micromanaging, and notmanaging.
... 65）明白管理、微觀管理和不管理之間的區別。
a) Managing the people who report to you should feel like “skiing together.”
a) 管理下屬應該感覺像是一同滑雪一樣。
b) An excellent skier is probably going to be more critical and a better critic of anotherskier than a novice skier.
b) 優秀的滑雪者更能挑出對方的毛病，這是初學者很難做到的。
... 66) Constantly compare your outcomes to your goals.
... 66）不斷比較完成情況和目標之間的差距。
... 67) Look down on your machine and yourself within it from the higher level.
... 67）在所管理的機制內，從更高層次審視自己和機制。
... 68) Connect the case at hand to your principles for handling cases of that type.
... 68）解決問題要參照同類別問題解決時所遵循的原則。
... 69) Conduct the discussion at two levels when a problem occurs: 1) the “machine”level discussion of why the machine produced that outcome and 2) the “caseat hand” discussion of what to do now about the problem.
... 69）問題出現時，要展開兩個層面的討論：1）從機制層面來討論，為什么會出現這個問題？2）單從問題本身層面來討論，當下應如何解決。
... 70) Don’t try to be followed; try to be understood and to understand others.
... 70）和員工的關系不是服從與被服從，而應是相互理解。
a) Don’t try to control people by giving them orders.
a) 不要給員工下命令控制他們。
b) Communicate the logic and welcome feedback.
b) 溝通要有邏輯，多聽取反饋意見。
... 71) Clearly assign responsibilities.
... 71）明確責任分工。
... 72) Hold people accountable and appreciate them holding you accountable.
... 72）對員工進行工作問責制度，若他們問責你，要感謝他們。
a) Distinguish between failures where someone broke their “contract” from ones where there was no contract to begin with.
a) 要分清楚，有些工作上的失敗是因為員工沒履行一開始的“約定”，而有些則是因為一開始就沒有指定“約定”。
... 73) Avoid the “sucked down” phenomenon.
... 73）避免“上級卷入下級工作職責”現象
a) Watch out for people who confuse goals and tasks, because you can’t trust people with responsibilities if they don’t understand the goals.
a) 提防那些混淆目標與任務的員工，不能理解工作目標的員工是不值得信任的。
... 74) Think like an owner, and expect the people you work with to do the same.
... 74）要有主人翁思維，并希望員工們也能具備這種思維方式。
... 75) Force yourself and the people who work for you to do difficult things.
... 75）強迫自己和員工迎難而上。
a) Hold yourself and others accountable.
a) 對自己和他人要采取問責制度。
... 76) Don’t worry if your people like you; worry about whether you are helping your people and Bridgewater to be great.
... 76）別擔憂員工喜不喜歡你，還是多想想自己所做的事情能不能幫員工和橋水聯合基金獲得成功吧。
... 77) Know what you want and stick to it if you believe it’s right, even if others want to take you in another direction.
... 77）知道自己想要什么，堅信自己認為的是正確的事情，不要輕易被人牽著鼻子走。
... 78) Communicate the plan clearly.
... 78）計劃溝通要清晰明了。
a) Have agreed-upon goals and tasks that everyone knows (from the people in the departments to the people outside the departments who oversee them) .
a) 已達成共識的目標任務要讓所有相關人士都知道。（包括有關部門的員工及監管層的領導）
b) Watch out for the unfocused and unproductive “we should … (do something) .”
b) 要警惕交流中出現沒有重點，低效無用的句式：我們應該如何。
... 79) Constantly get in synch with your people.
... 79）保持與員工意見統一。
... 80) Get a “threshold level of understanding”
... 80）充分了解工作相關情況。
... 81) Avoid staying too distant.
... 81）避免和員工產生距離感。
a) Tool: Use daily updates as a tool for staying on top of what your people are doing and thinking.
a) 工具：使用每日進度更新了解員工工作與思考的情況。
... 82) Learn confidence in your people—don’t presume it.
... 82）對員工的信任度不能先入為主，要逐步去了解。
... 83) Vary your involvement based on your confidence.
... 83）處理問題時，根據自己感覺有把握的情況來調整參與度。
... 84) Avoid the “theoretical should.”
... 84）避免說“理論上應該”。
... 85) Care about the people who work for you.
... 85）關愛員工。
... 86) Logic, reason, and common sense must trump everything else in decision-making.
... 86）決策中最重要的是講究邏輯、給明理由且符合常識。
... 87) While logic drives our decisions, feelings are very relevant.
... 87）盡管做決策時主要依靠邏輯，但情感感覺也是很重要的。
... 88) Escalate when you can’t adequately handle your responsibilities, and make sure that the people who work for you do the same.
... 88）如果發現自己無法有效解決問題時，應將問題提交給上級，確保為你工作的員工們也是這樣操作的。
a) Make sure your people know to be proactive.
a) 確保員工主動積極。
b) Tool: An escalation button.
b) 工具：升級按鈕。
... 89) Involve the person who is the point of the pyramid when encountering material cross-departmental or cross sub-departmental issues.
... 89）跨部門間或跨子部門間出現問題時，需要上級部門，也就是這個組織的“金字塔尖”的那個人來參與定奪。
**... 90) Probe Deep and Hard to Learn What to Expect from Your “Machine”**
**... 90) 認真深入調查，了解機制能夠創造什么。**
... 91) Know what your people are like, and make sure they do their jobs excellently.
... 91) 了解自己的員工，確保他們順利完成工作。
... 92) Constantly probe the people who report to you, and encourage them to probe you.
... 92) 不斷調查直接向你匯報的下級，并鼓勵他們調查你。
a) Remind the people you are probing that problems and mistakes are fuel for improvement.
a) 提醒你調查的員工，問題和錯誤是改進的動力。
... 93) Probe to the level below the people who work for you.
... 93) 調查你屬下的下級。
... 94) Remember that few people see themselves objectively, so it’s important to welcome probing and to probe others.
... 94) 記住，只要極少人能夠客觀地看待自己。因此，你應該歡迎調查，同時要去調查別人。
... 95) Probe so that you have a good enough understanding of whether problems are likely to occur before they actually do.
... 95) 調查有助于你在問題出現之前充分了解其出現的可能性。
a) When a crisis appears to be brewing, contact should be so close that it’s extremely unlikely that there will be any surprises.
a) 如果說有跡象顯示危機正在醞釀，那么你就應該保持密切關注，就能在其發生之時沒有任何驚訝。
b) Investigate and let people know you are going to investigate so there are no surprises and they don’t take it personally.
b) 調查情況的時候要告訴被調查的人，不要讓被調查的人措手不及，讓他們知道你是對事不對人。
... 96) Don’t “pick your battles.” Fight them all.
... 96) 不要挑肥揀瘦，要解決所有問題。
... 97) Don’t let people off the hook.
... 97) 不要讓人逃避責任。
... 98) Don’t assume that people’s answers are correct.
... 98) 不要想當然地認為人們的答案都是正確的。
... 99) Make the probing transparent rather than private.
... 99) 將調查透明化，不要私下進行。
**... 100) Evaluate People Accurately, Not “Kindly”**
**... 100) 準確地，而不是善意地評估員工。**
... 101) Make accurate assessments.
... 101) 進行準確評估。
a) Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance. These will help clarify assessments and communication surrounding them.
a) 使用各種評估工具來記錄員工全方位表現，包括工作表現調查問卷、計量圖表、正式評估報告。這些工具能夠幫助你將員工的相關評估和溝通整理清楚。
b) Maintain “baseball cards” and/or “believability matrixes” for your people.
b) 為員工建立“棒球記錄卡”以及“可信度圖表”。
... 102) Evaluate employees with the same rigor as you evaluate job candidates.
... 102) 以同等的嚴厲程度來評價員工、雇傭新人。
... 103) Know what makes your people tick, because people are your most important resource.
... 103) 充分了解員工的特質，因為人才是最重要的資源。
... 104) Recognize that while most people prefer compliments over criticisms, there is nothing more valuable than accurate criticisms.
... 104) 要認識到，盡管大多數人都喜歡被表揚，不喜歡被批評，但準確的批評卻是最寶貴的。
... 105) Make this discovery process open, evolutionary, and iterative.
... 105) 將這一發現過程公開，循環往復，促其演變。
... 106) Provide constant, clear, and honest feedback, and encourage discussion of this feedback.
... 106) 提供頻繁的、清楚的、誠實的反饋，并鼓勵就這些反饋進行討論。
a) Put your compliments and criticisms into perspective.
a) 正確對待表揚與批評。
b) Remember that convincing people of their strengths is generally much easier than convincing them of their weaknesses.
b) 記住，讓別人看到自己的長處通常比讓他們看到自己的短處要容易得多。
c) Encourage objective reflection
c) 鼓勵客觀的反思。
d) Employee reviews:
d) 員工評估報告:
... 107) Understand that you and the people you manage will go through a process of personal evolution.
... 107) 你以及你管理的人都會經歷個人成長的過程。
... 108) Recognize that your evolution at Bridgewater should be relatively rapid and a natural consequence of discovering your strengths and weaknesses; as a result, your career path is not planned at the outset
... 108) 要認識到，你在橋水基金的成長會相對較快，這是了解自己優缺點的必然結果。因此，你的職業規劃不是在一開始就定下來的。
... 109) Remember that the only purpose of looking at what people did is to learn what they are like.
... 109) 要記住，了解員工的過去是為了了解他們的特質。
a) Look at patterns of behaviors and don’t read too much into any one event.
a) 關注行為模式，但不要過分解讀任何單一事件。
b) Don’t believe that being good or bad at some things means that the person is good or bad at everything.
b) 不要認為擅長（或不擅長）某件事的人就一定對所有的事都擅長（或不擅長）。
... 110) If someone is doing their job poorly, consider whether this is due to inadequate learning (i.e., training/experience) or inadequate ability
... 110) 如果某人工作做得很差勁，要去想這是因為缺少學習（培訓或相關經驗）還是因為缺少能力。
... 111) Remember that when it comes to assessing people, the two biggest mistakes are being overconfident in your assessment and failing to get in synch on that assessment. Don’t make those mistakes.
... 111) 記住，在評估員工時最常犯的兩個錯誤是：對于評估結果過于自信；對于評估結果意見無法達成一致。不要犯這兩個錯誤。
a) Get in synch in a non-hierarchical way regarding assessments.
a) 針對評估爭取意見一致時，要以非等級的方式來進行。
b) Learn about your people and have them learn about you with very frank conversations about mistakes and their root causes.
b) 通過開展坦誠對話，討論錯誤以及犯錯的根源，來了解彼此。
... 112) Help people through the pain that comes with exploring their weaknesses.
... 112) 幫助人們渡過發現缺點的陣痛期。
... 113) Recognize that when you are really in synch with people about weaknesses, whether yours or theirs, they are probably true.
... 113) 要認識到，如果你就某人的弱點達成一致，不管是你的還是其他人的，這個弱點多半是事實。
... 114) Remember that you don’t need to get to the point of “beyond a shadow of a doubt” when judging people.
... 114) 記住，在評價員工時，并不需要達到“不含一絲質疑”的程度。
... 115) Understand that you should be able to learn the most about what a person is like and whether they are a “click” for the job in their first year.
... 115) 要知道，你是能夠了解一個人的大部分特質的，也能夠在他們第一年來時判斷他們是否能夠勝任工作。
... 116) Continue assessing people throughout their time at Bridgewater.
... 116) 員工在橋水聯合基金工作期間，持續對員工進行評估。
... 117) Train and Test People Through Experiences
... 117) 通過實戰經驗來培訓、測試員工。
... 118) Understand that training is really guiding the process of personal evolution.
... 118) 要知道，培訓對個人的成長過程起著指引作用。
... 119) Know that experience creates internalization
... 119) 經驗能夠內化成為知識。
... 120) Provide constant feedback to put the learning in perspective
... 120) 正確對待學習，頻繁提供反饋。
... 121) Remember that everything is a case study.
... 121) 要記住，每件事都是一個案例
... 122) Teach your people to fish rather than give them fish.
... 122) 授人以魚不如授人以漁。
... 123) Recognize that sometimes it is better to let people make mistakes so that they can learn from them rather than tell them the better decision.
... 123) 要認識到，有時讓人犯錯并從中吸取教訓要比直接告訴他們一個更好決定更明智。
a) When criticizing, try to make helpful suggestions.
a) 在批評時，要提一些有建設性的意見。
b) Learn from success as well as from failure.
b) 從成功中學習，也要從失敗中學習。
... 124) Know what types of mistakes are acceptable and unacceptable, and don’t allow the people who work for you to make the unacceptable ones.
... 124) 分清哪些錯誤是可以接受的，哪些是不能接受的。不要讓員工犯不可接受的錯誤。
... 125) Recognize that behavior modification typically takes about 18 months of constant reinforcement.
... 125) 要認識到，一般需要18個月持續不斷的鞏固才能實現行為矯正。
... 126) Train people; don’t rehabilitate them.
... 126) 培訓員工，而不是改造員工。
a) A common mistake: training and testing a poor performer to see if he or she can acquire the required skills without simultaneously trying to assess their abilities.
a) 常見錯誤：在沒有對一個工作表現差的員工進行能力評估之前，培訓、測試該員工，試圖讓他獲得所需技能。
... 127) After you decide “what’s true” (i.e., after you figure out what your people are lik
e) , think carefully about “what to do about it.”
... 127) 在找到真相之后（即了解到員工的真實情況），謹慎思考下一步該做什么。
... 128) Sort People into Other Jobs at Bridgewater, or Remove Them from Bridgewater
... 128) 在橋水基金內部進行換崗，或將其解雇。
... 129) When you find that someone is not a good “click” for a job, get them out of it ASAP.
... 129) 一旦發現某人不能勝任工作，盡快將其調離該職位。
... 130) Know that it is much worse to keep someone in a job who is not suited for it than it is to fire someone.
... 130) 勉強將某人留在不合適的職位上要比將其開除更糟糕。
... 131) When people are “without a box,” consider whether there is an open box at Bridgewater that would be a better fit. If not, fire them.
... 131) 當員工沒有崗位時，思考橋水公司內部是否還有更適合的崗位。如果沒有，應該將該員工開除。
... 132) Do not lower the bar.
... 132) 不要降低標準。
**To Perceive, Diagnose, and Solve Problems…**
**發現、診斷、解決問題**
**... 133) Know How to Perceive Problems Effectively**
**... 133) 懂得如何有效地發現問題**
... 134) Keep in mind the 5-Step Process explained in Part 2\.
... 134) 時刻牢記在第二部分闡釋過的五步流程。
... 135) Recognize that perceiving problems is the first essential step toward great management.
... 135) 要認識到，發現問題是優秀管理的第一步。
... 136) Understand that problems are the fuel for improvement.
... 136) 要理解，問題是提升的動力。
... 137) You need to be able to perceive if things are above the bar (i.e., good enough) or below the bar (i.e., not good enough) , and you need to make sure your people can as well
... 137) 你需要觀察事情是在預期之上還是在預期之下，確保你的員工也有此觀察力。
... 138) Don’t tolerate badness.
... 138) 不要容忍問題。
... 139) “Taste the soup.”
... 139) “品嘗湯的味道”。
... 140) Have as many eyes looking for problems as possible.
... 140) 找盡可能多的人手來一起發現問題。
a) “Pop the cork.”
a) “拔出瓶塞。”
b) Hold people accountable for raising their complaints.
b) 將投訴作為員工義務來進行。
c) The leader must encourage disagreement and be either impartial or open-minded.
c) 領導者必須鼓勵提出不同的意見，不偏不倚，思想開放。
d) The people closest to certain jobs probably know them best, or at least have perspectives you need to understand, so those people are essential for creating improvement.
d) 與某項工作接觸最密切的人應該最了解該項工作，或者至少有值得你借鑒的觀點。因此，這些人對于促進提升是很重要的。
... 141) To perceive problems, compare how the movie is unfolding relative to your script
... 141) 參照你的劇本，比較電影情節的發展，通過這種方式來發現問題。
... 142) Don’t use the anonymous “we” and “they,” because that masks personal responsibility—use specific names.
... 142) 不要使用模糊的人稱，如“我們”或“他們”，這樣做會掩蓋個人責任。請使用具體人名。
... 143) Be very specific about problems; don’t start with generalizations.
... 143) 具體問題要具體對待，不要一開始就過于寬泛。
... 144) Tool: Use the following tools to catch problems: issues logs, metrics, surveys, checklists, outside consultants, and internal auditors.
... 144) 工具：使用以下工具來捕捉問題：問題日志、計量圖表、調查問卷、清單、外部咨詢，以及內部審計。
... 145) The most common reason problems aren’t perceived is what I call the “frog in the boiling water” problem.
... 145) 最常見的無法觀察到原因的問題是被稱為“溫水煮青蛙”的問題。
... 146) In some cases, people accept unacceptable problems because they are perceived as being too difficult to fix. Yet fixing unacceptable problems is actually a lot easier than not fixing them, because not fixing them will make you miserable.
... 146) 在某些情況下，因為某些問題實在難以解決，人們不得不接受那些不可接受的問題。但是，解決那些不可接受的問題其實要比不解決它們更容易，因為不解決它們，將后患無窮。
a) Problems that have good, planned solutions are completely different from those that don’t.
a) 已經擁有有效周密的解決方案的問題與那些沒有解決方案的問題天差地別。
**... 147) Diagnose to Understand What the Problems Are Symptomatic Of**
**... 147) 通過診斷分析來理解問題癥結所在**
... 148) Recognize that all problems are just manifestations of their root causes, so diagnose to understand what the problems are symptomatic of.
... 148) 要認識到所有問題只是其根本原因的表征，所以要通過診斷分析來理解問題癥結所在。
... 149) Understand that diagnosis is foundational both to progress and quality relationships.
... 149) 要明白診斷分析是發展公司和建立良好人際關系的基礎。
... 150) Ask the following questions when diagnosing.
... 150) 診斷分析時要問自己以下幾個問題。
... 151) Remember that a root cause is not an action but a reason.
... 151) 要謹記根本原因不是行為而是原因。
... 152) Identify at which step failure occurred in the 5-Step Process.
... 152) 找出五步流程中哪一步失敗了。
... 153) Remember that a proper diagnosis requires a quality, collaborative, and honest discussion to get at the truth.
... 153) 要做好診斷分析，需要深入討論，共同協作，態度誠懇，只有這樣才能觸及問題真相。
... 154) Keep in mind that diagnoses should produce outcomes.
... 154) 要記得診斷分析應該出結果。
... 155) Don’t make too much out of one “dot”—synthesize a richer picture by squeezing lots of “dots” quickly and triangulating with others.
... 155) 不要試圖從一個“點”中獲取大量信息，而應該快速壓榨大量的“點”，并將它們相互聯結，從而形成更豐富的圖像。
... 156) Maintain an emerging synthesis by diagnosing continuously
... 156) 要進行持續性的診斷分析，整合新思路。
... 157) To distinguish between a capacity issue and a capability issue, imagine how the person would perform at that particular function if they had ample capacity.
... 157) 要區別才能問題和能力問題，就去想象如果一個人有足夠的才能，那他在這個特定職能上的表現會是如何。
... 158) The most common reasons managers fail to produce excellent results or escalate are
... 158) 管理者績效不佳或未能升職最常見的原因有：
... 159) Avoid “Monday morning quarterbacking.”
... 159) 不要做事后諸葛。
... 160) Identify the principles that were violated.
... 160) 找出違背了哪些原則。
... 161) Remember that if you have the same people doing the same things, you should expect the same results.
... 161) 要記得如果你讓同樣的人做同樣的事，那么得到的也應該是同樣的結果。
... 162) Use the following “drilldown” technique to gain an 80/20 understanding of a department or sub-department that is having problems.
... 162) 運用下述的“鉆取”方法，重點理解部門或分部面臨的問題。
**... 163) Put Things in Perspective**
**... 163）理清思維**
... 164) Go back before going forward.
... 164) 前進之前請先回顧。
a) Tool: Have all new employees listen to tapes of “the story” to bring them up to date.
a) 方法：讓所有新員工聽“故事”磁帶，幫助他們了解公司截止到目前的發展狀況。
... 165) Understand “above the line” and “below the line” thinking and how to navigate between the two.
... 165）理解“宏觀”和“微觀”的思維模式及其適用范圍。
**... 166) Design Your Machine to Achieve Your Goals**
**... 166) 設定機制，達成目標**
... 167) Remember: You are designing a “machine” or system that will produce outcomes.
... 167）要記得：你是在設定一個能夠有產出的“機制”或系統。
a) A short-term goal probably won’t require you to build a machine.
a) 短期目標可能不需要你設立機制。
b) Beware of paying too much attention to what is coming at you and not enough attention to what your responsibilities are or how your machine should work to achieve your goals.
b) 注意不要太過關注你眼前的問題，而忽視了你的職責，以及機制怎樣運行并達成目標。
... 168) Don’t act before thinking. Take the time to come up with a game plan
... 168）三思而后行。花點時間做計劃。
... 169) The organizational design you draw up should minimize problems and maximize capitalization on opportunities.
... 169）你擬出的組織設計應該能最小化問題，最大化機會。
... 170) Put yourself in the “position of pain” for a while so that you gain a richer understanding of what you’re designing for.
... 170) 將自己體會一段時間的“痛點”，你就會更理解自己的設定針對的是什么樣的對象。
... 171) Recognize that design is an iterative process; between a bad “now” and a good “then” is a “working through it” period.
... 171) 要認識到，機構設置是一個循環往復的過程，在一個糟糕的“現在”和一個美好的“未來”之間，是“努力實現”的過程。
... 172) Visualize alternative machines and their outcomes, and then choose.
... 172) 將可替代的其他機制及其成果形象化，以供選擇。
... 173) Think about second- and third-order consequences as well as first-order consequences.
... 173) 思考二、三級效應與一級效應。
... 174) Most importantly, build the organization around goals rather than tasks.
... 174) 以目標為中心建立機構，而不是以任務為中心，這是重中之重。
a) First come up with the best workflow design, sketch it out in an organizational chart, visualize how the parts interact, specify what qualities are required for each job, and, only after that is done, choose the right people to fill the jobs.
a) 首先，設計最佳工作流，在一個組織圖中畫出草圖，將各部分互動情況形象化，標出每個職位所需的特質，最后，選擇合適的員工來填充崗位 (根據他們的能力和意愿來進行需求匹配) 。
b) Organize departments and sub-departments around the most logical groupings.
b) 按照最富邏輯的組團方式來組建部門和子部門。
c) Make departments as self-sufficient as possible so that they have control over the resources they need to achieve the goals.
c) 讓每個部門盡可能的自給自足，以此確保他們能夠自主控制達成目標所需的資源。
d) The efficiency of an organization decreases and the bureaucracy of an organization increases in direct relation to the increase in the number of people and/or the complexity of the organization.
d) 公司效率的下降與官僚作風的擴張程度與公司人數增長和復雜性提升直接相關。
... 175) Build your organization from the top down.
... 175) 自上而下組建公司。
a) Everyone must be overseen by a believable person who has high standards.
a) 應該給每名員工安排一位擁有高標準的靠譜的人，負責對其進行監管。
b) The people at the top of each pyramid should have the skills and focus to manage their direct reports and a deep understanding of their jobs.
b) 位于金字塔尖的管理者應該具備管理直接下屬的能力和精力，對下屬的工作職責有深入的了解。
c) The ratio of senior managers to junior managers and to the number of people who work two levels below should be limited, to preserve quality communication and mutual understanding.
c) 高級管理者與初級管理者、管理者與兩級以下的被管理者之間的人數比例應該限定在一定范圍內，以確保高質量的溝通與互相理解。
d) The number of layers from top to bottom and the ratio of managers to their direct reports will limit the size of an effective organization.
d) 自上而下的層級數量以及管理者與直接下屬的比例會制約高效公司的規模。
e) The larger the organization, the more important are 1) information technology expertise in management and 2) cross-department communication (more on these later) .
e) 公司越大，越需要1）在管理中運用信息技術；2）跨部門溝通（后詳）。
f) Do not build the organization to fit the people.
f) 不要為了遷就人員而組建機構。崗位是基于所需完成的工作來設定的，而不是基于人們想要干什么事，能干什么事而設定。
... 176) Have the clearest possible delineation of responsibilities and reporting lines.
... 176) 盡可能清楚地描述工作職責與級別關系。
a) Create an organizational chart to look like a pyramid, with straight lines down that don’t cross.
a) 建立一個金字塔形的組織圖，畫出不相交的豎線
... 177) Constantly think about how to produce leverage.
... 177) 經常思考該如何讓事情發揮最大的效果。
a) You should be able to delegate the details away.
a) 你應該將細節工作委派給他人。
b) It is far better to find a few smart people and give them the best technology than to have a greater number of ordinary and less well-equipped people.
b) 與其讓一眾能力平庸之人獲得不那么精良的裝備，不如只給一小部分聰明人配備最好的技術。
c) Use “leveragers.”
c) 使用執行力強的人。
... 178) Understand the clover-leaf design.
... 178) 理解四葉草形的機構設置。
... 179) Don’t do work for people in another department or grab people from another department to do work for you unless you speak to the boss.
... 179) 不要為其他部門做事，也不要在沒有和其他部門領導交涉的情況下從其他部門抓人來為你做事。
... 180) Watch out for “department slip.”
... 180) 謹防“部門職能錯位”。
... 181) Assign responsibilities based on workflow design and people’s abilities, not job titles.
... 181) 在分配責任時，注意考慮工作流的設置和員工的能力，而不是崗位頭銜。
... 182) Watch out for consultant addiction.
... 182) 謹防過分依賴外部咨詢。
... 183) Tool: Maintain a procedures manual.
... 183) 工具：使用流程手冊。
... 184) Tool: Use checklists.
... 184) 工具：使用任務清單。
a) Don’t confuse checklists with personal responsibility.
a) 不要將任務清單與個人責任混為一談。
b) Remember that “systematic” doesn’t necessarily mean computerized.
b) 記住，系統性并不意味著必須全部由電腦來控制。
c) Use “double-do” rather than “double-check” to make sure mission-critical tasks are done correctly.
c) 要“重復工作”，不要“重復檢查”，保證重要任務完成無誤。
... 185) Watch out for “job slip.”
... 185) 謹防“職責錯位”。
... 186) Think clearly how things should go, and when they aren’t going that way, acknowledge it and investigate
... 186) 考慮清楚工作應該如何開展，如果事情不是朝預期的方向發展，需要及時發現并展開調查。
... 187) Have good controls so that you are not exposed to the dishonesty of others and trust is never an issue.
... 187) 加強監管，謹防他人的不誠實，使信任不再成為問題。
a) People doing auditing should report to people outside the department being audited, and auditing procedures should not be made known to those being audited.
a) 審計人員應該向被審計部門之外的人匯報審計結果，同時審計程序不能向被審計對象透露。
b) Remember: There is no sense in having laws unless you have policemen (auditors) .
b) 記住，如果沒有警察（審計人員），法律則形同虛設。
... 188) Do What You Set Out to Do
... 188) 按計劃進行。
... 189) Push through!
... 189) 堅持到底！
**To Make Decisions Effectively…**
**有效決策**
**...190) Recognize the Power of Knowing How to Deal with Not Knowing**
**...190) 認可處理無知的能力**
... 191) Recognize that your goal is to come up with the best answer, that the probability of your having it is small, and that even if you have it, you can’t be confident that you do have it unless you have other believable people test you.
... 191) 要認識到，你的目標是找到最佳答案，而找到最佳答案的可能性是很小的，就算你真的找到了，你也無法確信自己成功了，你必須讓其他的靠譜的人來對你進行測試。
... 192) Understand that the ability to deal with not knowing is far more powerful than knowing
... 192) 要知道，處理無知的能力要比知道某事的能力更強大。
a) Embrace the power of asking: “What don’t I know, and what should I do about it?”
a) 鼓勵提問：“有什么是我不知道的呢？那我該怎么辦呢？”
b) Finding the path to success is at least as dependent on coming up with the right questions as coming up with answers.
b) 尋找成功的道路上，提出正確的問題與獲得正確答案同等重要。
... 193) Remember that your goal is to find the best answer, not to give the best one you have.
... 193) 記住，你的目標是尋找最佳答案，而不是在已有的答案中挑一個最好的。
... 194) While everyone has the right to have questions and theories, only believable people have the right to have opinions
... 194) 每個人都有權擁有自己的問題和理論，但是只有靠譜的人才有權提出觀點。
... 195) Constantly worry about what you are missing.
... 195) 時刻警惕考慮不周的情況。
a) Successful people ask for the criticism of others and consider its merit.
a) 成功人士會征求別人的批評意見，并看到批評的價值。
b) Triangulate your view.
b) 吸收眾人觀點。
**... 196) Make All Decisions Logically, as Expected Value Calculations**
**... 196）做決定要講邏輯，基于期望值測算**
... 197) Considering both the probabilities and the payoffs of the consequences, make sure that the probability of the unacceptable (i.e., the risk of ruin) is nil.
... 197）考慮結果的可能性與收益，確保不可接受結果（如搞砸的風險）的可能性為零。
a) The cost of a bad decision is equal to or greater than the reward of a good decision, so knowing what you don’t know is at least as valuable as knowing.
a) 不良決策的代價等同于，甚至嚴重于正確決策帶來的回報，因此，知道自己沒掌握什么，至少和知道自己掌握什么一樣有價值。
b) Recognize opportunities where there isn’t much to lose and a lot to gain, even if the probability of the gain happening is low.
b) 鑒別出有虧少利多的機，就算獲利可能性低也要試試。
c) Understand how valuable it is to raise the probability that your decision will be right by accurately assessing the probability of your being right.
c) 精準評估，提高決策的準確性十分有價值。
d) Don’t bet too much on anything. Make 15 or more good, uncorrelated bets.
d) 任何事情都不能押過多賭注，要留15%或更多的余地給無關聯的賭注。
**... 198) Remember the 80/20 Rule, and Know What the Key 20% Is**
**... 198）牢記80/20法則，并知道那關鍵的20%是什么。**
... 199) Distinguish the important things from the unimportant things and deal with the important things first.
... 199）區分重要事項和不重要事項，先處理重要事項。
a) Don’t be a perfectionist
a) 不要做完美主義者。
b) Since 80% of the juice can be gotten with the first 20% of the squeezing, there are relatively few (typically less than five) important things to consider in making a decision.
b) 壓榨過程進行20%的時候就能得到80%的果汁，所以做決定時，最重要的事項是比較少的（一般少于五件）。
c) Watch out for “detail anxiety,”
c) 警惕“細節焦慮”。
d) Don’t mistake small things for unimportant things, because some small things can be very important
d) 不要混淆小事情和不重要事項，因為小事情也可能很重要。
... 200) Think about the appropriate time to make a decision in light of the marginal gains made by acquiring additional information versus the marginal costs of postponing the decision.
... 200）要根據獲取額外信息而取得的邊際收益與延遲決定所造成的邊際成本的比較與權衡，來思考合適的時間做出一個決定。
... 201) Make sure all the “must do’s” are above the bar before you do anything else.
... 201）確保所有“必須完成的任務”在完成時優先于其他任何事情。
... 202) Remember that the best choices are the ones with more pros than cons, not those that don’t have any cons. Watch out for people who tend to argue against something because they can find something wrong with it without properly weighing all the pros against the cons.
... 202）要記住，最佳選擇是基于贊同意見多于反對意見的，當然不是說不允許任何反對意見。要警惕有人在不恰當權衡正反意見的基礎上挑錯，進而反對。
... 203) Watch out for unproductively identifying possibilities without assigning them probabilities, because it screws up prioritization.
...203）要警惕在沒有考慮所有可能性的情況下，就低效地確定其可能性，這樣會打亂優先次序。
... 204) Understand the concept and use the phrase “by and large.”
... 204）理解并運用“總體來說”的概念。
a) When you ask someone whether something is true and they tell you that “It’s not totally true,” it’s probably true enough.
a) 當詢問某事的真實性時，若對方告訴你“也不完全是事實”時，其實也八九不離十了。
**... 205) Synthesize**
**... 205）綜合**
... 206) Understand and connect the dots.
... 206） 理解并串聯關鍵點
... 207) Understand what an acceptable rate of improvement is, and that it is the level and not the rate of change that matters most.
... 207）知道可接受的改善速度是多少，因為改變的程度比改變的速度更關鍵。
... 208) If your best solution isn’t good enough, think harder or escalate that you can’t produce a solution that is good enough.
... 208）如果最佳方案不夠令人滿意，就得盡力想出更好的辦法，實在想不到就提交給上級。
... 209) Avoid the temptation to compromise on that which is uncompromisable.
... 209）經受住誘惑，避免讓不可妥協的事情得到妥協。
... 210) Don’t try to please everyone
... 210）不要試圖讓所有人都滿意。
