# 干貨
### What Follows is the Meat…
下面是干貨。
### To Get the Culture Right…
創造良好的公司文化**
1) Trust in Truth
1）直面真相**
So…
因此:
... 2) **Realize that you have nothing to fear from truth**. Understanding, accepting, and knowing how to effectively deal with reality are crucial for achieving success. Having truth on your side is extremely powerful. While the truth itself may be scary—you have a weakness, you have a deadly disease, etc.—knowing the truth will allow you to deal with your situation better. Being truthful, and letting others be truthful with you, allows you to explore your own thoughts and exposes you to the feedback that is essential for your learning. Being truthful is an extension of your freedom to be you; people who are one way on the inside and another on the outside become conflicted and often lose touch with their own values. It’s difficult for them to be happy, and almost impossible for them to be at their best. While the first-order effects of being radically truthful might not be desirable, the second- and third-order effects are great.
... 2) **你要知道，真相沒什么可怕的**。理解、接受、并了解如何能夠有效處理現實問題，這對于取得成功而言至關重要。站在真相一邊，就最有說服力。當然，有時真相本身可能會讓人懼怕，比如，你暴露了一個弱點或者甚至是身患絕癥，而了解真相卻能讓你更從容地處理事情。對自己坦誠、對他人坦誠，讓別人也對自己坦誠，才能更好地了解自己的想法，獲得他人的反饋，從而學到知識。誠實，同時也是做自己的自由的延伸。表里不一的人往往會自相矛盾，也容易丟失自己的價值觀。他們不易開心，更不可能展現出自己最好的一面。盡管從一級效應的角度來看，過于誠實未免使人難以接受，但是從二、三級效應的角度而言，這樣做卻收效可觀。
* Do you agree with this?
* 你是否同意以上說法？
... 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 without speaking up about it.**
... 3) **創造這樣一種氛圍：人人都有權理解合理之事，如果任何人有意見，都擁有開誠布公地表達自己想法的環境。**。
... 4) **Be extremely open**. Openness leads to truth and trust. Being open about what you dislike is especially important, because things you don’t like need to be changed or resolved. Discuss your issues until you are in synch or until you understand each other’s positions and can determine what should be done. As someone I worked with once explained, “It’s simple - just don’t filter.” The main reason Bridgewater performs well is that all people here have the power to speak openly and equally and because their views are judged on the merits of what they are saying. Through that extreme openness and a meritocracy of thought, we identify and solve problems better. Since we know we can rely on honesty, we succeed more and we ultimately become closer, and since we succeed and are close, we are more committed to this mission and to each other. It is a self-reinforcing, virtuous cycle.
... 4) **要極為坦誠**。坦誠能夠揭示真相，增強互信。對于自己不喜歡的事情開誠布公尤為重要，因為你必須改變或徹底解決這些你不喜歡的事情。各抒己見，直到達成一致，或者直到充分理解彼此的處境，找到解決方案。一位曾經的同事說過，“這其實很簡單，（表達觀點時）不作任何過濾就行了。”橋水聯合基金的成功經驗之一就是公司所有人都能夠以開放的、平等的方式進行溝通，他們的觀點會得到客觀公正的對待。遵循極致坦誠和觀點至上的原則，我們才能夠更好的發現并解決問題。對誠實的依賴，使我們更頻繁地取得成功，彼此變得更加親密。而因為這些成功和親密，我們能更堅定地投入到事業與彼此之中。這是一個自我增強的過程，一個良性循環。
* Do you agree with this?
* 你是否同意以上說法？
... 5) **Have integrity and demand it from others**. Integrity comes from the Latin word integer,meaning “one.” People who are one way on the inside and another way outside lack integrity; they have duality.
... 5) **為人正直，要求別人也保持正直**。英文中的正直（integrity）一詞來源于拉丁語的整體（integer）一詞，含有唯一性。表里不一的人缺少唯一性，他們具有兩面性。
The second- and third-order effects of having integrity and avoiding duality are great. Thinking solely about what’s accurate instead of how it is perceived helps you to be more focused on important things. It helps you sort the people you are around and the environments you are in. It improves the organization’s efficiency and camaraderie because the secret things that people think and don't say to each other drive resentment and key issues underground and don’t lead to improvement. Having nothing to hide relieves stress. It also builds trust. For these reasons:
堅持正直，拒絕兩面性的二、三級效應是顯著的。只考慮事物的準確本質而不是其表象能夠幫助你抓住主要矛盾。同時，這樣做還能幫你篩選身邊的人和環境，提高組織效率，促進同事之誼。那些不為人知、不與人言的隱秘心思會掩蓋埋怨與關鍵問題，更不能解決問題。相反，毫不隱瞞卻能釋放壓力，增強互信，理由如下：
5a) **Never say anything about a person you wouldn’t say to them directly, and don’t try people without accusing them to their face**. Badmouthing people behind their backs shows a serious lack of integrity and is counterproductive. It doesn’t yield any beneficial change, and it subverts both the people you are badmouthing and the environment as a whole. Next to being dishonest, it is the worst thing you can do at Bridgewater. Criticism is both welcomed and encouraged at Bridgewater, so there is no good reason to talk behind people’s backs. You need to follow this policy to an extreme degree. For example, managers should not talk about people who work for them without those people being in the room. If you talk behind people’s backs at Bridgewater you are called a slimy weasel.
5a) **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**。暗箭傷人是不正直的表現，只會產生消極效果，不能帶來有價值的改變，不僅會中傷他人，也會對整體環境帶來負面影響。在橋水聯合基金，暗箭傷人被認為是僅次于不誠實的惡劣行徑。我們公司歡迎并鼓勵批評，完全沒有必要背后對別人說三道四。這一原則必須得到最嚴格的遵守，比如說，管理者們不應該在當事人不在場的情況下指責下屬。如果你在橋水基金背地說人壞話，別人會稱你為“令人厭惡的黃鼠狼”。
5b) **Don’t let “loyalty” stand in the way of truth and openness**. In some companies, employees hide their employer’s mistakes, and employers do the same in return. In these places, openly expressing your concerns is considered disloyal, and discouraged. Because it prevents people from bringing their mistakes and weaknesses to the surface and because it encourages deception and eliminates the subordinates’ right of appeal, unhealthy loyalty stands in the way of improvement. I believe in a truer, healthier form of loyalty, which does the opposite. Healthy loyalty fosters improvement through openly addressing mistakes and weaknesses. The more people are open about their challenges, the more helpful others can be. In an environment in which mistakes and weaknesses are dealt with frankly, those who face their challenges have the most admirable character. By contrast, when mistakes and weaknesses are hidden, unhealthy character is legitimized.
5b) 所謂的“忠誠”不能成為真相與坦誠的攔路虎。在某些公司，雇員會隱瞞雇主的錯誤，而雇主也會隱瞞雇員的錯誤。這些公司，公開表達自己的疑慮被認為是不忠誠的，也不被鼓勵。那么，所謂的忠誠就會阻止人們將錯誤和弱點擺到臺面上來，鼓勵欺瞞，剝奪下屬向領導層上訴問題的權利，這種不健康的忠誠就是阻礙進步的攔路虎。我堅持的是另一種更加真實、健康的忠誠，效果正好相反。健康的忠誠通過坦誠應對錯誤和弱點實現進步，人們越是對自己的問題開誠布公，越是能夠獲得他人的幫助。在這樣一種坦誠的環境之下，錯誤和弱點都得以解決，那些直面自己問題的人最令人敬仰。相應的，如果錯誤和弱點被一再掩蓋，那么不健康的人格也會因此形成。
... 6) **Be radically transparent**. Provide people with as much exposure as possible to what’s going on around them. Allowing people direct access lets them form their own views and greatly enhances accuracy and the pursuit of truth. Winston Churchill said, “There is no worse course in leadership than to hold out false hopes soon to be swept away.” The candid question-and-answer process allows people to probe your thinking. You can then modify your thinking to get at the best possible answer, reinforcing your confidence that you’re on the best possible path.
... 6）**要極為透明**。盡可能多的為人們提供對周圍事物的知情權。允許人們直接獲取信息能夠使他們形成自己的觀點，從而提高對事物認識的準確性，激勵人們追求真相。丘吉爾曾經說過，“沒有什么比在領導過程中給公眾虛假的、會迅速破滅的希望來的更糟的錯誤了。”坦誠的問答模式讓人們挑戰你的想法，從而促使你不斷修改，直到獲得最佳方案。這一過程會增強你的信心，保證自己是在最正確的方向上前行。
6a) **Record almost all meetings and share them with all relevant people**. Provide tapes of all meetings that don’t contain confidential information to enhance transparency. Of course, there are some times when privacy is required. If someone gives you confidential information, keep it confidential until you have permission to disclose it.
6a) **記錄每一次會議成果，并分享給所有相關人士**。為促進透明度，請向大家提供所有不含涉密信息的會議錄音帶。當然，有時還需考慮隱私問題。當別人給了你保密信息，在獲得披露許可之前，你都必須嚴守秘密。
... 7) **Don’t tolerate dishonesty**. People typically aren’t totally honest, which stands in the way of progress, so don’t tolerate this. There’s an adjustment process at Bridgewater in which one learns to be completely honest and expect the same from others. Increasingly you engage in logical, unemotional discussions in pursuit of truth in which criticisms are not viewed as attacks, but as explorations of possible sources of problems.
... 7) **對不誠實零容忍**。無法做到完全誠實是人之本性，但這卻阻礙了人取得進步，因此，不該容忍不誠實的現象。在橋水，我們擁有一項調整程序，在此程序中，人們學習該如何完全誠實，并期待他人對自己坦誠相見。你會逐步參與到理智的、不帶感情色彩的討論當中。這些討論旨在追求真相，討論過程中的批評不會被看作是人身攻擊，而會被當成探尋問題之源的途徑。
7a) **Don’t believe it when someone caught being dishonest says they have seen the light and will never do that sort of thing again**. Chances are they will. The cost of keeping someone around who has been dishonest is likely to be higher than any benefits.
7a) **不要相信不誠實之人說他已痛改前非，絕不再犯。他們很可能重蹈覆轍**。將這種不誠信之人留在身邊只會遺患無窮。
**
... 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，并對錯誤進行識別、分析、吸取教訓。**
So…
因此:
... 9) **Recognize that effective, innovative thinkers are going to make mistakes and learn from them because it is a natural part of the innovation process**.For every mistake that you learn from you will save thousands of similar mistakes in the future, so if you treat mistakes as learning opportunities that yield rapid improvements you should be excited by them. But if you treat them as bad things, you will make yourself and others miserable, and you won’t grow. Your work environment will be marked by petty back-biting and malevolent barbs rather than by a healthy, honest search for truth that leads to evolution and improvement. Because of this, the more mistakes you make and the more quality, honest diagnoses you have, the more rapid your progress will be. That’s not B.S. or just talk. That’s the reality of learning.50
... 9) **要意識到處事高效、具有創新思維的人都會犯錯，從錯誤中吸取教訓，這都是創新過程的自然組成部分**。你每吃一塹，長一智，就能在未來避免犯數千次類似的錯誤。如果你將錯誤當做快速提升自我的學習機會，那么你就會對發現錯誤激動不已。如果你將他人向你指出的錯誤視為一件壞事，那么你不僅自己痛苦，指出錯誤的人也會痛苦，你更不會因為這個錯誤而得到成長。你的工作環境會充斥著小肚雞腸和暗箭傷人，而缺乏健康的、誠實的對真相的探索。然而，只有通過這一探索過程才能實現成長和提升。基于此，你犯的錯越多，你獲得的高質量的誠實的診斷就越多，你就會進步得越快。這一過程不是簡單的頭腦風暴或者聊天，而是學習的本質所在。
> Thomas Edison said about failure: “I have not failed. I’ve just found 10,000 ways that don’t work.” “I am not discouraged, because every wrong attempt discarded is another step forward.” “Results! Why, man, I have gotten a lot of results. I know several thousand things that won’t work.” “When I have fully decided that a result is worth getting I go ahead of it and make trial after trial until it comes.” “Many of life’s failures are men who did not realize how close they were to success when they gave up.”
> 愛迪生在談論失敗時曾說，“我并沒有失敗，我只是成功找到了一萬種不合適的方法。”“我不氣餒，因為每一個錯誤的嘗試都是向成功邁進的一步。”“成果呢！為什么要這樣問，我獲得了很多成果。我發現了數以千計不對的方法。”“當我下定決心要達到目的，那么我就會一直努力，不斷嘗試，直到成功。”“生活中許多的失敗都是距離成功一步之遙的放棄。”
>
> A good book about this is Einstein’s Mistakes by Hans Ohanian.
> 漢斯·歐哈尼亞（Hans Ohanian）的《愛因斯坦的錯誤》一書很好的闡述了這一觀點。
... 10) **Do not feel bad about your mistakes or those of others. Love them**! Remember that 1) they are to be expected, 2) they’re the first and most essential part of the learning process, and 3) feeling bad about them will prevent you from getting better. People typically feel bad about mistakes because they think in a short-sighted way that mistakes reflect their badness or because they’re worried about being punished (or not being rewarded) . People also tend to get angry at those who make mistakes because in a short-sighted way they focus on the bad outcome rather than the educational, evolutionary process they’re a part of. That’s a real tragedy.
... 10) **不要為自己或別人犯的錯而郁郁寡歡，要熱愛這些錯**! 記住，1）錯誤是不可避免的；2）錯誤是學習過程中第一個也是最重要的一個環節；3）為犯錯而懊惱會阻礙你的成長。人們總是對犯錯耿耿于懷，這可能是因為人們短視地認為錯誤反映了他們的缺點，又或者他們擔心會因此受到懲罰（或者無法獲得獎勵）。同時，人們會因為他人犯錯而生氣，因為從短視的角度來看，大家只會將注意力放在犯錯帶來的壞結果上，而沒有看到錯誤的教育意義和其作為成長過程的一部分。這才是悲劇所在。
... 11) **Observe the patterns of mistakes to see if they are a product of weaknesses.** Connect the dots without ego barriers. If there is a pattern of mistakes, it probably signifies a weakness. Everyone has weaknesses. The fastest path to success is to know what they are and how to deal with them so that they don’t stand in your way. Weaknesses are due to deficiencies in learning or deficiencies in abilities. Deficiencies in learning can be rectified over time, though usually not quickly, while deficiencies in abilities are virtually impossible to change. Neither is a meaningful impediment to getting what you want if you accept it as a problem that can be designed around.
**... 11) 仔細觀察所犯錯誤的模式，看看它們是不是??缺陷所導致的。以不設自我障礙的方式回想過去的點點滴滴。如果有錯誤模式，它很可能意味著一種缺陷。每個人都有很多缺陷，最快的成功方式就是知道這些缺陷和如何處理這些缺陷，那么它們就不會阻擋你成功的路。缺陷來自于學習的不足或者能力的不足。學習的不足可以通過時間來改進，但是通常不會很快，然而能力的不足幾乎不能改變。但是只要你認為缺陷是一個可以用新方法解決的問題，不論是學習缺陷還是能力缺陷都不會是一個阻礙你得到你想要的東西的有實際意義的障礙。
I once had a ski instructor who had taught Michael Jordan, the greatest basketball player of all time, how to ski. He explained that Jordan enjoyed his mistakes and got the most out of them. At the start of high school, Jordan was an unimpressive basketball player; he became a champion because he loved using his mistakes to improve. Yet despite Jordan’s example and the example of countless other successful people, it is far more common for people to allow ego to stand in the way of learning. Perhaps it’s because school learning overemphasizes the value of having the right answers and punishes wrong answers. Good school learners are often bad mistake-based learners because they are bothered by their mistakes. I particularly see this problem in recent graduates from the best colleges, who frequently shy away from exploring their own weaknesses. Remember that intelligent people who are open to recognizing and learning from their weaknesses substantially outperform people with the same abilities who aren’t similarly open.
我遇到過一個滑雪教練，他曾教過世界最優秀的籃球運動員喬丹滑雪。他說，他說，喬丹很熱愛自己所犯的錯，因為他會盡可能地從中吸取教訓。剛上高中時，喬丹并不是一個引人注目的籃球運動員，他熱衷于通過自己不斷犯錯來自我提升，終成世界冠軍。盡管大家了解喬丹和許多其他成功人士的例子，但還是會讓“自我”成為學習的阻力。這可能是因為學校的教育過分強調正確答案，懲罰錯誤的答案。一個學校里的好學生往往是一個糟糕的錯誤導向型學習者，因為他們總是為自己的錯誤感到苦惱。我發現最近的名校畢業生身上這一點特別明顯，他們總是對自身的缺點避而不談。切記，那些善于發現自己的缺點并從中學習的聰明人會比那些能力相等卻不夠坦誠的人表現好很多。
... 12) **Do not feel bad about your weaknesses or those of others**. They are opportunities to improve. If you can solve the puzzle of what is causing them, you will get a gem - i.e., the ability to stop making them in the future. Everyone has weaknesses and can benefit from knowing about them. Don’t view explorations of weaknesses as attacks. A person who receives criticism - particularly if he tries to objectively consider if it’s true - is someone to be admired.
... 12) **不要因為自己或別人的缺點而感到糟糕**。缺點意味著進步的機會。如果你能解決迷陣，就能獲得一顆寶石，如果你能解決迷陣，就能獲得一顆寶石，即獲得了將來不再犯此類錯誤的能力。每個人都有缺點，也都能從了解自身缺點中受益。不要將尋找弱點的過程當作是對自身的攻擊。一個從善如流的人能夠接受批評，并客觀判斷批評是否客觀，尤其值得別人的敬仰。
... 13) **Don’t worry about looking good - worry about achieving your goals**. Put your insecurities away and get on with achieving your goals.
... 13) **別老擔心面子上過不過得去，而要擔心是否能達成目標**。克服安全感缺失，一心一意實現自己的目標。
To test if you are worrying too much about looking good, observe how you feel when you find out you’ve made a mistake or don’t know something. If you find yourself feeling bad, reflect - **remind yourself that the most valuable comments are accurate criticisms**. Imagine how silly and unproductive it would be if you thought your ski instructor was blaming you when he told you that you fell because you didn’t shift your weight properly. If a criticism is accurate, it is a good thing. You should appreciate it and try to learn from it.
怎樣檢驗你是否過于關注面子？你可以回味一下過往你發現自己犯錯或對某事不甚了解時的感受，如果你感覺很糟糕，你就需要反思，**提醒自己，客觀的批評是最寶貴的意見**。試想一下，你的滑雪教練批評你，說你在滑雪時沒有恰當的轉移重心才會摔倒，如果此時你認為教練是在責備你，那這種想法該是多么愚蠢無用啊。如果批評是準確的，那這就是件好事情，你應該心存感激，吸取教訓。
... 14) **Get over “blame” and “credit” and get on with “accurate” and “inaccurate**.” When people hear, “You did XYZ wrong,” they have an instinctual reaction to figure out possible consequences or punishments rather than to try to understand how to improve. Remember that what has happened lies in the past and no longer matters, except as a method for learning how to be better in the future. Create an environment in which people understand that remarks such as “You handled that badly” are meant to be helpful (for the future) rather than punitive (for the past) . While people typically feel unhappy about blame and good about credit, that attitude gets everything backwards and can cause major problems. Worrying about “blame” and “credit” or “positive” and “negative” feedback impedes the iterative process essential to learning.
... 14) **別去管“責備”或“贊揚”，要去判斷“精準”還是“不精準”**。當人們聽到別人說“這事你做錯了”，大家的本能反應是擔心后果，害怕懲罰，而不是去想辦法改進。要記住，要記住，過去的事情已經過去，也不再重要，過去只能當作學習的參照，以便讓自己在未來做的更好。努力創造這樣一種環境，當聽到有人說，“這件事你處理的很差勁”時，當事人應該看到這種評價是對未來的幫助，而不是對過去的懲罰。人們面對責備時總是悶悶不樂，而對贊揚總是沾沾自喜，這種處事態度于事無補，甚至會引發重大問題。糾結反饋是“責備”還是“贊揚”，是“積極”還是“消極”，只會阻礙學習必須的互動過程。
... 15) **Don’t depersonalize mistakes**. Identifying who made mistakes is essential to learning. It is also a test of whether a person will put improvement ahead of ego and whether he will fit into the Bridgewater culture. A common error is to say, “We didn’t handle this well” rather than “Harry didn’t handle this well.” This occurs when people are uncomfortable connecting specific mistakes to specific people because of ego sensitivities. This creates dysfunctional and dishonest organizations. Since individuals are the most important building blocks of any organization and since individuals are responsible for the ways things are done, the diagnosis must connect the mistake to the specific individual by name. Someone created the procedure that went wrong, or decided we should act according to that procedure, and ignoring that fact will slow our progress toward successfully dealing with the problem.
... 15) **錯誤歸因要具體到個人**。確定是誰犯了錯誤，對于學習而言至關重要。問責也是檢驗一個人是否能夠將進步置于自我之上，檢驗他是否能夠融入橋水的文化。人們會犯一個普遍的錯誤，我們總說，“這件事我們處理的不好”而不是“哈利這件事處理的不好”。將具體的錯誤歸因到具體的人身上會有礙自尊，讓人難堪。但是如果沒有個人追責制，只會導致公司運營紊亂，誠信缺失。每一個人都是組織最重要的構建模塊，因為每個人都對組織的運行方式負責。因此針對問題的診斷必須將錯誤具體到個人。是誰設立了出問題的流程，又是誰決定我們應該按此流程辦事，忽視個人歸責將拖累我們成功處理問題的步伐。
... 16) **Write down your weaknesses and the weaknesses of others to help remember and acknowledge them**. It’s unhealthy to hide them because if you hide them, it will slow your progress towards successfully dealing with them. Conversely, if you don’t want them and you stare at them, you will inevitably evolve past them.
... 16) **寫下你和別人的缺點，幫助彼此牢記并承認這些缺點**。隱藏缺點是不健康的，因為隱藏只會拖累成功解決問題的步伐。相反，如果你不想要這些缺點，對它們橫眉冷對，最終也會逐漸克服它們。
... 17) **When you experience pain, remember to reflect**. You can convert the “pain” of seeing your mistakes and weaknesses into pleasure. If there is only one piece of advice I can get you to remember it is this one. Calm yourself down and think about what is causing your psychological pain. Ask other objective, believable parties for their help to figure it out. Find out what is true. Don’t let ego barriers stand in your way. Remember that pains that come from seeing mistakes and weaknesses are “growing pains” that you learn from.51 Don’t rush through them. Stay in them and explore them because that will help build the foundation for improvement. It is widely recognized that 1) changing your deep-seated, harmful behavior is very difficult yet necessary for improvement and 2) doing this generally requires a deeply felt recognition of the connection between your harmful behavior and the pain it causes. Psychologists call this “hitting bottom.” Embracing your failures is the first step toward genuine improvement; it is also why “confession” precedes forgiveness in many societies.52 If you keep doing this you will learn to improve and feel the pleasures of it.
... 17) **若因犯了錯而感到痛苦，記住要進行反思**。若因犯錯后而感到痛苦，記住要習慣反思。你有把發現自己的錯誤和缺點后的痛苦轉化成快樂的自由，你有資格善用它，這是你的權利，如果你只能記住一條建議，那么我希望是這一條。冷靜思考痛苦的心理原因，向客觀、可信的他人求證，最終找到真相。不要讓自我成為進步的攔路虎。記住，那些因看到了錯誤或缺點而感到的痛苦，是成長的痛苦，是可以從中受益的痛苦。不要試圖匆忙結束這種痛苦，而應該沉浸在其中，探索痛苦，因為這樣做能夠為提升自我打好基礎。眾所周知，1）改變自己深層次的有害行為是非常困難的，但這是取得進步的必由之路；2）要想成功，還需要深刻認識到有害行為和其所帶來的痛苦之間的聯系。心理學家將這一過程稱之為“探底”。擁抱失敗是通向真正進步的第一步，這也是為什么在整個社會迭代的進程中，都凸顯出一個相同的真理，即要先坦白，才能獲得寬恕。如此往復，你就能學會提升自我，并從中獲得快樂。
> If you recognize short-term failure as a step toward long-term success, which it really is if you learn from it, you won’t be afraid of it or made uncomfortable by it and you will approach all of your experiences as learning experiences, even the most difficult ones.
> 如果你將短期的失敗看作通向長期成功的一步，如果你能吃一塹、長一智，那么事實也的確是這樣。你不會對失敗感到懼怕或難受，卻能夠將所有的經歷都當做學習的機會，即便是最痛苦的經歷也不例外。
>
> Ego often stands in the way of acknowledging your weaknesses (which is the essential first step in overcoming them) , like being afraid to ask a question because people might think you’re stupid because you don’t know something. Yet acknowledging those weaknesses (e.g., “I know I‘m a dumb shit, but I’d just like to know…”) helps you move beyond ego toward learning and improving.
> 自我總是阻礙我們看到自己的缺點，而看到缺點是克服缺點的第一步。比如說，你害怕提出問題，因為這會顯示出你的無知，人們就會認為你很愚蠢。然而，承認缺點，比如，“我知道我有點傻，可我就是想知道……”，卻能夠幫你克服自我，學習新知識，提升水平。
... 18) **Be self-reflective and make sure your people are self-reflective**. This quality differentiates those who evolve fast from those who don’t. When there is pain, the animal instinct is ‘fight or flight’ (i.e., to either strike back or run away) - reflect instead. When you can calm yourself down, thinking about the dilemma that is causing you pain will bring you to a higher level and enlighten you, leading to progress. That is because the pain you are feeling is due to something being at odds - maybe it’s you encountering reality, such as the death of a friend, and not being able to accept it. If when you are calm, you can think clearly about what things are at odds, you will learn more about what reality is like and how to better deal with it. It really will produce progress. If, on the other hand, the pain causes you to tense-up, not think, feel sorry for yourself, and blame others, it will be a very bad experience. So, when you are in pain, try to remember: Pain + Reflection = Progress. It’s pretty easy to determine whether a person is reflective or deflective: self-reflective people openly and objectively look at themselves while deflective people don’t.
... 18) **要經常自我反思，也確保你身邊的朋友們也都懂得自我反思**。這一特質因人而異，有的人成長得快，有的人慢。當人感受到痛苦的時候，其動物本性就是“戰斗還是逃跑”，而此時，你需要去反思。使自己冷靜下來，反思自己痛苦的根源將有助于從更高層次啟發自我，取得進步。因為你感覺到的痛苦是由生活中的變數帶來的，可能是你所面臨的現實，比如好友的逝去，使你一時無法接受。當你平靜下來，你可以更清晰地思索生活中的變數，更好地了解現實，從而更好處理生活事物，這樣做真的裨益良多。而如果痛苦讓你緊張，無法思考，陷入懊喪，責備他人，那么這將是一段非常糟糕的經歷。所以，當你經歷痛苦的時候，請記住：痛苦+反思=進步。判斷一個人是否會反思很簡單，經常自省的人能夠開放、客觀地看待自己，而不會反思的人則反之。
... 19) **Teach and reinforce the merits of mistake-based learning**. We must bring mistakes into the open and analyze them objectively, so managers need to foster a culture that makes this normal and penalizes suppressing or covering up mistakes. Probably the worst mistake anyone can make at Bridgewater is not facing up to mistakes - i.e., hiding rather than highlighting them. Highlighting them, diagnosing them, thinking about what should be done differently in the future, and then adding that new knowledge to the procedures manual are all essential to our improvement.
... 19) **樹立從錯誤中吸取教訓的觀念，傳遞并強化這個觀念**。我們必須坦誠對待錯誤，客觀分析錯誤。管理者應該努力營造一種文化，使從錯誤中吸取教訓的學習方式常規化，懲罰打壓或掩蓋錯誤的行為。在橋水，一個人所能犯的最糟糕的錯誤就是不能直面錯誤，就是躲避錯誤而不是強調錯誤。強調錯誤，診斷錯誤，思考未來的改進方案，將這些吸取的新知識加入到流程手冊中，所以這些都是取得進步的必要步驟。
19a) **The most valuable tool we have for this is the issues log (explained fully later) , which is aimed at identifying and learning from mistakes**. Using this tool is mandatory because we believe that enforcing this behavior is far better than leaving it optional.
19a) 最有效的工具是建立“問題日志”（后詳），旨在鑒別問題，并從中吸取教訓。要求員工必須使用問題日志這一工具，因為我們認為強制要求記錄日志會比選擇性使用效果好得多。
**
... 20) Constantly Get in Synch
... 20）不斷爭取意見統一**
So…
因此:
... 21) **Constantly get in synch about what is true and what to do about it**. Getting in synch helps you achieve better answers through considering alternative viewpoints. It can take the forms of asking, debating, discussing, and teaching how things should be done. Sometimes it is to make our views on our strengths, weaknesses, and values transparent in order to reach the understanding that helps us move forward. Sometimes it is to be clear about who will do what and the game plan for handling responsibilities. So this process can be both a means of finding the best answers and pushing them ahead. Quality conversations about what is true and what should be done will produce better outcomes and many fewer misunderstandings in the future.
... 21) **要在去偽存真和解決方案上爭取意見統一**。爭取意見統一能夠使你通過參考不同意見從而獲得更好的解決方案。形式可以是多種多樣的，比如提問、辯論、討論或者教別人如何解決問題。有時，我們需要公開對自己長處、短處、價值觀的看法，以此達成諒解，幫助我們前行。有時，我們需要明確分工，對于處理任務有一個計劃方案。因此，這一流程既能找到最優方案，又能敦促解決方案的實施。關于去偽存真和解決方案的高質量進行溝通，能夠帶來更優產出，也會在未來避免很多誤解。
... 22) **Talk about “Is it true?” and “Does it make sense?”** In a culture that values both independent thinking and innovation, each individual has both the right and the obligation to ensure that what they do, and what we collectively do, in pursuit of excellence, makes sense to them. So, get in synch about these things.
... 22) **養成對“這是對的么？”和“這事有意義么？”這兩個問題反復討論的習慣。**在我們的文化里，獨立思考和創新思維受到同樣的重視。在追求卓越的過程中，確保保個人做的事和集體做的事都有意義，這既是每個人的權利也是每個人的義務。因此，我們需要就這些問題爭取意見統一。
...23) **Fight for right.** Discuss or debate important issues with the right relevant parties in an open-minded way until the best answers are determined. This process will maximize learning and mutual understanding. Thrash it out to get to the best answer.
... 23) **認為對的事情，要據理力爭。**與合適的相關方本著開放的態度討論或辯論重要問題直到確定最佳方案。這一過程能夠將學習效果和互相理解最大化。據理力爭，直到獲得最佳方案。
... 24) **Be assertive and open-minded at the same time.** Just try to find out what is true.Don’t try to ‘win’ the argument. Finding out that you are wrong is even more valuable than being right, because you are learning.
... 24）**既要立場堅定，也要開誠布公。**我們的目的是探尋真相而不是贏得辯論。找出你的錯往往比證明自己是對的更有價值，因為你在學習。
24a) **Ask yourself whether you have earned the right to have an opinion.** Opinions are easy to produce, so bad ones abound. Knowing that you don’t know something is nearly as valuable as knowing it. The worst situation is thinking you know something when you don’t.
24a) **在想表達意見的時候，先問問自己，是否擁有發表觀點的權利。** 觀點來之容易，錯誤的觀點則不可避免。知道自己無知與知識本身的價值相等，即便他們對討論的話題知之甚少。
24b) **Recognize that you always have the right to have and ask questions.**
24b) **要知道自己始終擁有提問的權利。**
24c) **Distinguish open-minded people from closed-minded people.** Open- minded people seek to learn by asking questions; they realize that what they know is little in relation to what there is to know and recognize that they might be wrong. Closed- minded people always tell you what they know, even if they know hardly anything about the subject being discussed. They are typically made uncomfortable by being around those who know a lot more about a subject, unlike open-minded people who are thrilled by such company.
24c) **區分思想開放的人和思想保守的人。** 思想開放的人通過問問題來學習，他們知道自己所知與未知相比實在微不足道，也承認自己可能會犯錯。思想保守的人會不停向你訴說他們的見解，即便他們對討論的話題一無所知。思想保守的人通常會因為身處一群專業人士之中感到不安，而思想開放的人則最見賢思齊，不亦樂乎。
24d) **Don’t have anything to do with closed- minded, inexperienced people.** They won’t do you any good and there’s no helping them until they open their minds, so they will waste your time in the meantime. If you must deal with them, the first thing you have to do is open their minds. Being open-minded is far more important than being bright or smart.
24d) **對思想保守、缺乏經驗之人，還是敬而遠之吧。**他們對你毫無益處，如果他們一直故步自封對自己也沒有好處。這種人只會浪費你的時間，如果你必須與他們打交道，那么首先你需要解放他們的思想。保持開放性思維要比聰明睿智重要的多。
24e) **Be wary of the arrogant intellectual who comments from the stands without having played on the field.** And avoid that trap yourself.
24e) **對那些夸夸其談的紙上談兵之人要尤為警惕。** 不要被他們忽悠。
24f) **Watch out for people who think it’s embarrassing not to know.** They’re dangerous.
24f) **小心那些面子至上，不好意思說自己不知道的人。(因為會為此而假裝說自己知道其實并不了解的事）**他們是危險的。
... 25) **Make sure responsible parties are open-minded about the questions and comments of others.** They are required to explain the thinking behind a decision openly and transparently so that all can understand and assess it. Further, in the event of disagreement, an appeal should be made to either the manager’s boss or an agreed- upon, knowledgeable group of others, generally including people more believable than and senior to the decision-maker. The person(s) resolving the dispute must do this objectively and fairly; otherwise our system will fail at maintaining its meritocracy of ideas.
... 25) **確保主要負責人對于他人提出的問題與評論都是持開放態度的。** 他們必須本著開放和透明的精神向大家解釋決策背后的深思熟慮，以便讓每個人都能夠理解并評估決策。。此外，當出現意見不合時，應該向其他比決策者更權威的人士提出申訴，包括決策者的上級、其他約定方和專業小組。相關人員必須以客觀、公正的態度來解決糾紛，否則我們的系統將無法保證觀點至上原則的執行。
... 26) **Recognize that conflicts are essential for great relationships because they are the means by which people determine whether their principles are aligned and resolve their differences.** I believe that in all relationships, including the most treasured ones, 1) there are principles and values each person has that must be in synch for the relationship to be successful and 2) there must be give and take. I believe there is always a kind of negotiation or debate between people based on principles and mutual consideration. What you learn about each other via that “negotiation” either draws you together or drives you apart. If your principles are aligned and you can work out your differences via a process of give and take, you will draw closer together. If not, you will move apart. It is through such open discussion, especially when it comes to contentious issues, that people can make sure there are no misunderstandings. If that open discussion of differences doesn’t happen on an ongoing basis, the gaps in perspectives will widen until inevitably there is a major clash. Ironically, people who suppress the mini-confrontations for fear of conflict tend to have huge conflicts later, which can lead to separation, precisely because they let minor problems fester. On the other hand, people who address the mini-conflicts head-on in order to straighten things out tend to have the great, long-lasting relationships. That’s why I believe people should feel free to say whatever they really think.
... 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一致，便于化解分歧。**我相信在所有的關系之中，包括那些最令人珍視的關系，1）為了建立良好的關系，有一些原則和價值觀是必須達成一致的；2）必須有人給予，有人接受。人們總會基于原則和互諒進行一些協商和辯論。通過協商，增進了對彼此的了解，而這種了解可以讓雙方更加親密，也可能讓你們分道揚鑣。如果你們的原則一致，通過給予與接受，你們彼此磨合，則會更加親密。反之，你們將漸行漸遠。只有通過這種自由討論，尤其是針對極具爭議話題的討論，相關方才能確保他們不存在誤解。如果這種針對彼此之間差異性的討論不是持續進行的，那么觀點上的間隙便會持續擴大直至出現重大沖突。令人感到諷刺的是，那些為避免沖突而試圖壓制小小不合的人，往往會在之后經受更大的沖突，最終可能分崩離析。而這一結果正是由于他們讓小問題不斷惡化造成的。與此相反，如果大家能夠正視小矛盾，不斷將關系捋順，則更有可能獲得健康、長久的關系。因此，我認為人們應該毫無保留地勇敢說出自己的真實想法。
26a) **Expect more open-minded disagreements at Bridgewater than at most other firms.**They fuel the learning that helps us be at our best. Sometimes when there are disagreements, people get angry. But you should remind them that the management at most other companies doesn’t welcome disagreement or encourage open debate. As a result, there is less of both. So instead of getting angry, they should welcome the fact that disagreements and open debate are encouraged here.
26a) **在橋水，我們期待比其他公司更多不拘于成見的分歧。**分歧能夠促進學習，幫助我們成為最好的自己，但人們卻時常會因為分歧而生氣。這時，你應該提醒大家，大多數公司不歡迎分歧，也不鼓勵自由辯論：其結果得分歧與辯論越來越少。因此，面對分歧的正確態度，是與其生氣，還不如鼓勵分歧與公開辯論。
26b) **There is giant untapped potential in disagreement, especially if the disagreement is between two or more thoughtful people** - yet most people either avoid it or they make it an unproductive fight. That’s tragic.
26b) **分歧中蘊含巨大潛力，尤其對于兩個或兩個以上有獨立思考能力的人之間的分歧而言，更是如此。**然而大多數人要么避免分歧，要么將其化為一場毫無意義的斗爭，這才是真正的悲劇。
> Most people have a tough time disagreeing about the most trivial things, like whether they like the same restaurant, yet are happy to confidently express their opinions, however badly they are formed, if they get them out first. As a result, there is an overabundance of confident bad opinions around and very few thoughtful conclusions arising from learning from each other. It is common for conversations to be exchanges of sentences that begin “I think…” followed by their conclusions, and both parties believing that they had a good conversation and feeling good about each other, even though nothing was accomplished. If most people did the opposite—i.e., if they sought out and open-mindedly explored their disagreements—it would produce a radical increase in learning, and the world would be a much better place.
> 大多數人消耗太多的時間對瑣事爭論不休，比如討論是否喜歡同一家餐館。然而，他們卻樂于自以為是地對于自己一無所知的事情發表見解，只要這個話題是自己起的頭。于是，人們對于糟糕的觀點過于自信，卻只有極少通過互相學習、深思熟慮得來的結論。現在人們進行對話，雙方大多是以“我覺得”來開頭，后面緊跟著就是自己的結論，雙方都自我感覺良好地認為這是一個很自然很流暢的溝通，但其實根本言之無物。如果大多數人能以開放的心態一心探索他們之間的分歧，則會極大提高學習效果，世界也將變的更美好。
... 27) Know when to stop debating and move on to agreeing about what should be done. I have seen people who agree on the major issues waste hours arguing over details. It’s more important to do big things well than to do small things perfectly. Be wary of bogging down amid minor issues at the expense of time devoted to solidifying important agreements.
... 27) 知道什么時候終止辯論，進而討論一致的解決方案。 我見過太多人在大問題上能達成共識，卻在細節上浪費過多的時間爭執不休。與其將小事做到完美，不如將大事做好。謹防被瑣碎之事拖累，犧牲掉本該投入到就大問題達成一致的時間。
27a) However, when people disagree on the importance of debating something, it should be debated. Operating otherwise would essentially give someone (typically the boss) a de facto veto right.
27a) 但是，當有人質疑就某事展開辯論的重要性時，辯論是有必要的。 辯論十分必要，否則無異于給了別人（尤其是上司）實際上的否決權。
27b) Recognize that “there are many good ways to skin a cat.” Your assessment of how responsible parties are doing their jobs should not be based on whether they’re doing it your way but whether they're doing it in a good way.
27b) 認識到“條條大路通羅馬”。評價相關方是否負責任的完成了工作不應該看他們是不是按照你的方法來完成了任務，而應該看他們的方法是否是有效的。
27c) **For disagreements to have a positive effect, people evaluating an individual decision or decision -maker must view the issue within a broader context.** For example, if the responsible party being challenged has a vision, and the decision under disagreement involves a small detail, evaluate the decision within the context of the broader vision. The ensuing discussion resulting from challenging someone’s decision will help people understand all the considerations behind it.
27c) **要利用分歧獲得具有積極意義的成果，評估個人抉擇或決策者的觀點時需要從更廣更高的角度來看問題。** 例如，如果被質疑的責任主體有自己的遠見，而在分歧之下的決策涉及細節問題，那么請在更大的背景之下審查該決策。質疑某人決策而引發的討論將有助于人們了解決策背后的諸多考量。
**27d) Distinguish between 1) idle complaints and 2) complaints that are meant to lead to improvement.**
**27d) 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.** It is meant to provide the decision-maker with alternative perspectives in anticipation of a better answer. It can also be used to enhance understanding of others’ views and abilities and, over time, assess whether someone should be assigned a responsibility. It doesn’t mean there can’t be some designs in which a group oversees a person. But that’s designed and embedded in the organizational structure, specifying the people responsible for oversight who are chosen because of their knowledge and judgment.
... 28) **贊賞自由辯論的討論方式并不意味著要通過全體投票來制定規則。**為獲得最佳方案，本就應該為決策者提供更多的可選視角。自由辯論也能夠增進對彼此觀點和能力的了解，隨著時間的推移，還可以檢驗一個人是否能擔當重任。這并不意味著不能刻意規劃讓一個團隊來監管一個人，但是這種規劃是刻意置于組織架構之中的，需要說明的是，負責監管的人必須是因其知識與判斷而被選定。
... 29) **Evaluate whether an issue calls for debate, discussion, or teaching.** Debate,discussion, and teaching are all ways of getting in synch, but they work differently and the approach you choose should reflect your goal and the relative believability of the people involved. Debate is generally among approximate equals; discussion is open-minded exploration among people of various levels of understanding; and teaching is between people of different levels of understanding.
... 29) **要評估事項是否需要辯論、討論或傳授。**辯論、討論和傳授都是達成意見統一的方式，但是三者的運作方式不同，選擇何種方式取決于你的目標和相關人員的理解能力。每個人在溝通前，都應該客觀評估自己的專業程度與理解力，以保證溝通的效率。辯論一般應用于理解程度相等的人之間；討論是不同理解程度人之間的自由探討；而傳授則是理解度高的人對理解度低的人的溝通方式。
29a) **To avoid confusion, make clear which kind of conversation (debate, discussion, or teaching) you are having** and recognize that the purpose is ultimately to get at truth, not to prove that someone is right or wrong.
29a) **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）**，同時需要認識到溝通的目的是為了尋求真相，而不是證明孰是孰非。
29b) **Communication aimed at getting the best answer should involve the most relevant people.** Not everyone should randomly probe everyone else, because that’s an unproductive waste of time. People should consider their own levels of believability and understanding to assess if the probing makes sense. As a guide, the most relevant people are your managers, direct reports, and/or agreed experts. They are the most impacted by and most informed about the issues under discussion, and so they are the most important parties to be in synch with. If you can’t get in synch, you should escalate the disagreement.
29b) **旨在獲得最佳方案的溝通，應該邀請最相關人士參與其中。**并不是每個人都應該無所顧忌的刺探他人，這將是無謂的時間浪費。每個人都應該斟酌自己的可信度和理解力來衡量溝通是否有意義。首先，你可以考慮最為相關的人，包括你的上級、直接下屬以及約定了的專家。這些人是受決策影響最大的人，也是最了解情況的人，因此也是最應該征求意見的人。如果不能爭取實現意見一致，就需要將分歧升級，提交上一級進行討論。
29c) **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.** Less experienced, less believable people will be included. They may not be necessary to decide an issue, but if you aren’t in synch with them, that lack of understanding will likely undermine morale and the organization’s efficiency. In cases where you have people who are both not believable and highly opinionated (the worst combination) , you will drive their uninformed opinions underground if you don’t get in synch. Conversely, if you are willing to be challenged, and others behave the same way, you can demand that all critical communication be done openly.
29c) **旨在教育，增強凝聚力的溝通，如果目標是獲得最佳方案，那么就應該聽取更多人的意見。**也應該聽取那些不太有經驗、可信度不太高的人的意見。這些人可能不會起到決定作用，但是如果不與他們達成一致，那么隨之而來的理解缺失很可能會打壓士氣，影響公司效率。在最糟糕的情況下，會碰到既不可信又固執己見的人，如果此時不是必須達成一致，則可對他們的意見置之不理。相反，如果你樂于被挑戰，而其他人也是如此，那么你也可以要求所有辯證溝通都自由展開。
Imagine if a group of us were trying to learn how to play golf with Tiger Woods, and he and a new golfer were debating how to swing the club. Would it be helpful or harmful to our progress to ignore their different track records and experience? Of course it would be harmful and plain silly to treat their points of view equally, because they have different levels of believability. It is better to listen to what Tiger Woods has to say, without constant interruptions by some know-nothing arguing with him. While I believe this is true, it would be most productive if Tiger Woods gave his instructions and then answered questions. However, because I’m pretty extreme in believing that it is important to obtain understanding rather than accepting doctrine at face value, I also think the new golfer shouldn’t accept what Tiger Woods has to say as right only because he has won loads of tournaments and has years of experience playing golf. In other words, I believe the new golfer shouldn’t stop questioning Tiger until he is confident he has found truth. At the same time, I also think the new golfer would be pretty dumb and arrogant to believe he’s probably right and the champion golfer is wrong. So he should approach his questioning with that perspective rather than overblown confidence. It would be really bad for the group’s learning if all the people in the group treated what the new golfer and Tiger Woods had to say as equally valuable. I feel exactly the same way about getting at truth at Bridgewater. While it’s good to be open-minded and questioning, it’s dumb to treat the views of people with great track records and experience the same as those without track records and experience.
如果我們和泰格·伍茲一起學習打高爾夫球，他和另一個高爾夫新手爭論應該如何揮桿。如果我們完全忽略二人過往的業績與成就對此爭議進行評價，這對于我們的學習與進步有害還是有益呢？顯然，拋棄兩人在高爾夫領域專業度的巨大差異，將他倆觀點進行平等的對待，絕對是有害且愚蠢的做法。最好還是聽一下泰格·伍茲的說法，不要讓某些一無所知的人不停打斷他。我認為有必要讓泰格·伍茲能夠在傳授完技巧之后回答一些問題，與之同時我堅信，理解事情的邏輯遠比直接接收理論更重要，那么作為一名高爾夫新手，當然不應該只因為伍茲贏得過無數獎項，有一些高爾夫球的經驗就對伍茲的話照單全收。也就是說，我認為，一個新手應該不停地向伍茲討教，直到他自信找到竅門為止。與此同時，如果新手認為高爾夫冠軍說的不對，自己是對的，那他肯定既愚蠢又自大。他應該將自己的疑惑以問題的方式提出來，而不是盲目自大。如果團隊里所有人認為高爾夫新手和泰格·伍茲的話具有同等價值，那只會拖累整個團隊的學習進度。在橋水聯合尋求真相時，我更是深以為然。當然，我們應該本著開放的心態堅持提問，但是如果對有著優秀業績與毫無業績的人的看法不加甄別，那也是不明智的。
29d) **Leverage your communication.** While open communication is very important, the challenge is figuring out how to do it in a time-efficient way. It is helpful to use leveraging techniques like open e-mails posted on a FAQ board. If the reporting ratios are organized as described in the principles on organizational design, there should be ample time for this. The challenges become greater the higher you go in the reporting hierarchy because the number of people affected by your actions and who have opinions and/or questions grows larger than just two reporting levels down. In such cases, you will need even greater leverage and prioritization (e.g., having some of the questions answered by a well -equipped party who works for you, asking people to prioritize their questions by urgency or importance, etc) .
29d) **充分利用各種溝通手段。**自由溝通是非常重要的，問題是如何最有效地進行溝通。你可以利用各種方式，比如將公開郵件發布到常見問題專欄上。如果你已經按照前述原則提前進行了組織規劃，那么應該擁有充分的時間來進行溝通。你所處的匯報等級越高，溝通難度也就越大，因為此時受你行為影響的人數眾多，那么相應對你的決策有想法和問題的人數也就越大，這比只需要向下兩級要更為復雜。在這種情況下，你需要更大的影響力，更加注重事務的輕重緩急。比如，某些問題可以讓有能力回答的下屬來回答。還可以讓人們在提問時標出問題的優先程度，是緊急還是重要，等等。
... 30) **Don’t treat all opinions as equally valuable.** Almost everyone has an opinion, but many are worthless or harmful. The views of people without track records are not equal to the views of people with strong track records. Treating all people equally is more likely to lead away from truth than toward it. People without records of success who are nonetheless confident about how things should be done are either na?ve or arrogant. In either case, they’re potentially dangerous to themselves and others. However, all views should be considered in an open-minded way, albeit placed in the proper context of experience and track record. Ultimately, the proof is in the pudding: can you handle your responsibilities well? As a general rule, if you can, then you can have an opinion of how to do it—if you can’t, you can’t.
... 30) **不是所有觀點都具有同等價值。**每個人都有觀點，但是這其中有許多是毫無價值甚至是有害的。過往業績為零的人的觀點肯定無法與有優秀業績的人相提并論。對所有人一視同仁只能離真相越來越遠。那些既沒有經驗又夸夸其談的人不是太天真就是過于自負。不論是哪種情況，他們對自己和他人而言都是潛在的危險因素。然而，在考慮了經驗和過往業績之后，還是應該對所有的觀點都持開放的態度。實踐出真知：你是否能承擔自己的責任？這是一個通用的原則，如果你能，那說明你對如何做這件事有發言權，反之則沒有。
30a) **A hierarchy of merit is not only consistent with a meritocracy of ideas but essential for it.** Not only is better decision-making enhanced, so is time management. It’s not possible for everyone to debate everything all the time and still get work done effectively.
30a) **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。**這樣做不僅能夠促進明智決策，更能加強時間管理。讓每個人不停地就每個問題都進行辯論的同時還能讓工作高效完成是不可能的。
... 31) **Consider your own and others’ “believabilities.”** By believability, I mean the probability that a person’s view will be right. While we can never know this precisely, we can roughly assess it according to the quality of a person’s reasoning and their track record. Of course, different people will have different views of their own and other’s believability, which is fine. Just recognize that this is a reality that is relevant in a number of ways. Ask, “Why should I believe you?” and “Why should I believe myself?”
... 31) **思考自己和別人的可信度。**所謂可信度，就是某人觀點正確的概率。可信度肯定無法做到精確評估，但你通過某人的邏輯思維能力和他的過往業績可以看出個大概。當然，雖然不同人對自己以及他人的「可信度」評估有差異，這沒關系，你只需認識到可信度的評估在很多方面都有參考價值。比如，你可以問“我為什么應該相信你呢？”以及“我為什么要相信我自己呢？”
31a) **Ask yourself whether you have earned the right to have an opinion.** As a general rule, if you have a demonstrated track record, then you can have an opinion of how to do it—if you don’t, you can’t, though you can have theories and questions.
31a) **在想表達意見的時候，問問自己，是否擁有發表觀點的權利。**作為一個通用原則，如果你有卓越的過往成就，那么你就可以就如何做這件事發表觀點，反之則不可以，即使你針對這個問題有自己的理論與意見。
31b) **People who have repeatedly and successfully accomplished the thing in question and have great explanations when probed are most believable.** Those with one of those two qualities are somewhat believable; people with neither are least believable.
31b) **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。**那些擁有以上兩種特質之一的人，有一定的可信度，而兩者都做不到的，可信度最低。
At the same time, people’s ideas should always be assessed on their merit in order to encourage them to always think in an open-minded way. I have seen that inexperienced people can have great ideas, sometimes far better than more experienced people, though often much worse. So we must be attuned to both the good and the bad and allow people to build their own track records and their own level of believability. Because of Bridgewater’s radical openness, you can see how we make our assessments of that.
與此同時，人們的觀點可信度應該總是與他們的能力掛鉤，以此來鼓勵大家以開放性態度思考問題。我見過一些毫無經驗的人擁有很棒的點子，有的時候甚至要比更有經驗的人的點子更棒，然而大多數時候，前者的觀點只會比后者差。所以我們應該不斷適應好與壞，使人們不斷更新自己的成就記錄及自身可信度。在橋水聯合基金，我們正是基于此來進行評估的。
Someone new who doesn’t know much, has little believability, or isn’t confident in his views should ask questions. On the other hand, a highly believable person with experience and a good track record who is highly confident in his views should be assertive. Everyone should be upfront in expressing how confident they are in their thoughts. A suggestion should be called a suggestion; a firmly held conviction should be presented as such. Don’t make the mistake of being a dumb shit with a confident opinion.
那些不太了解情況、可信度低的新人，或者對自己的看法不自信的人，應該多提問。與此相反，一個經驗豐富、可信度高、業績良好、自信十足的人，就應該更堅定自己的看法。每個人都應該直接表達對自己的看法有多自信，建議就是建議，堅定的信念就是堅定的信念。千萬不要做一個一無所知卻盲目自信的傻瓜。
31c) **If someone asks you a question, think first whether you’re the responsible party/right person to be answering the question.**
31c) **如果有人問你一個問題，首先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.** You will inevitably need to prioritize because of time constraints, but beware of the tremendous price of skimping on quality communication.
...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。**由于時間限制，你必須將所有事排出優先順序，但是又必須謹防篩選過度帶來溝通質量的犧牲。
... 33) **If it is your meeting to run, manage the conversation.** There are many reasons why meetings go poorly, but frequently it is because of a lack of clarity about the topic or the level at which things are being discussed (e.g., the principle/machine level, the case at hand level, or the specific fact level) . To manage the meetings well:
... 33) **如果是你主持會議，請協調好會議中各方的討論。** 會議進行不順利的原因有很多，但是最常碰到的問題就是主題不明確，討論問題的層次不清晰。比如，要分清哪些問題是原則和機制層面的，哪些是手頭待處理的問題，哪些是具體的事實問題。讓會議順利進行，要做到以下幾點：
33a) M**ake it clear who the meeting is meant to serve and who is directing the meeting.**Every meeting is for the purpose of meeting someone’s goals; that person is the responsible party for the meeting and decides what s/he wants to get out of it and how s/he will do so. Meetings without a clear responsible party run a high risk of being directionless and unproductive.
33a) **弄清每一次會議的責任方和主持方。**每一次會議都是為了實現某人的目的，此人就是會議的負責人，決定會議目的和會議模式。沒有明確負責人的會議很可能會毫無方向，也無法實現效果。
33b) **Make clear what type of communication you are going to have in light of the objectives and priorities.** For example, if the goal of the meeting is to have people with different opinions work through their differences to try to get closer to what is true and what to do about it (i.e., open-minded debate) , you will run it differently than if the meeting is meant to educate. Debating issues takes time. That time increases geometrically depending on the number of people participating in the discussion, so you have to carefully choose the right people in the right numbers to suit the decision that needs to be made. In any discussion try to limit the participation to those whom you value most in light of your objectives. The worst way to pick people is based on whether their conclusions align with yours.
33b) **根據會議目標與重點議題，確定會議的交流方式。**比如，如果會議的目標是讓持不同觀點的人消除分歧，尋求真相，找到解決方案，那么會議方式就是自由辯論。這種會議要與那些旨在教育的傳授會議開展模式不同。辯論問題比較耗時，所需時間隨著參與討論的人數的增加呈幾何級增長。因此，你必須謹慎選擇適當數量的合適人群參會。在任何會議溝通中，請嘗試主動限制那些對你的目標最看重的人參會，最糟糕的參會選人方法是基于對方的結論與你相同的前提。
33c) **Lead the discussion by being assertive and open-minded.** Group-think and solo-think are both dangerous.
33c) **主持討論要堅定自信，開誠布公。** 集體思維或孤立思維都是危險的。
33d) **A small group (3 to 5) of smart, conceptual people seeking the right answers in an open- minded way will generally lead to the best answer.** Next best is to have decisions made by a single smart, conceptual decision-maker, but this is a much worse choice than the former. The worst way to make decisions is via large groups without a smart, conceptual leader. Almost everyone thinks they’re smart and conceptual, but only a small percentage of any group really is. Even when there is a large number of smart, conceptual leaders, more than five trying to make a decision is very inefficient and difficult. This is especially the case when people think they need to satisfy everyone.
33d) **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。** 次之，可以讓一個聰明的決策者來做決定，但這一方案要比前者效果差很多。最糟糕的方式是在沒有任何一個聰明的領導者領導的情況下，讓一大群人來做決定。幾乎每個人都認為自己既聰明又概念清晰，但是事實上每個團隊中只有極少數人是這樣的。即便是有一大群明智又有遠見的領導者在一起，超過五個人的決策也將是十分低效與艱難的。即便是有一大群明智又有遠見的領導者在一起，當人數超過 5 個人的時候，決策的產生也將是十分低效與艱難的。特別是人們還想做出讓每個人都滿意的決策下更是如此。
33e) 1+1=3\. Two people who collaborate well will be about three times as effective as the two of them operating independently because they will see what the other might miss, they can leverage each other, and they can hold each other to higher standards. This symbiotic relationship of adding people to a group will have incremental benefits (2+1=4.25) up to a point at which there are no incremental gains and beyond which adding people produces incremental losses in effectiveness. That is because 1) the marginal benefits diminish as the group gets larger—e.g. two or three people might be able to cover most of the important perspectives so adding more people doesn't bring much more, and 2) larger group interactions are less efficient than smaller group interactions. Of course, what's best in practice is a function of 1) the quality of the people and the differences of the perspectives that they bring and 2) how well the group is managed. As noted before, each group should have someone who is responsible for managing the flow to get out of the meeting the most possible.
33e) 1+1=3\. 兩個合作無間的人的效率是兩個各自為陣的人的三倍，因為前者能夠看到彼此的疏漏，取長補短，將彼此都提升到一個新高度。這種增加人手的共生關系是具有增量效應的，2+1=4.25，直到一個臨界點，增加人手不再產生增量效應，卻開始影響效率。這種現象是因為：1）隨著團隊人數的增多，將產生邊際效應。比如說，兩三個人也許已經足以涵蓋最重要的視角了，那么增加更多的人并不會帶來更明顯的收益；2）人數多的團隊互動要比小團隊互動效率更低。當然，實踐中最佳模式是將參會人員的質量和不同視角與團隊管理相結合的。如前所述，每一個團隊都必須要有一個負責人來協調整個會議的流程，確保會議成效。
33f) **Navigate the levels of the conversation clearly.** When considering an issue or situation, there should be two levels of discussion: the case at hand and the relevant principles that help you decide how the machine should work. Since the case at hand is a manifestation of one or more relevant principles, you need to clearly navigate between these levels in order to 1) handle the case well, 2) improve the machine so that future cases like this will be handled better in the future, and 3) test the effectiveness of your principles.
33f) **確保對事件溝通層次的清晰。** 在討論某個問題或情勢時，需要進行兩個層級的討論：手邊的案件以及相關可以幫助決定機制如何運作的原則。相關的案件可能涉及一個或多個原則，你需要為不同層次之間設定明確的方向。以此確保：1）正確處理案件；2）改進機制使未來類似案件能得以順利解決；3) 檢驗你的原則是否有效。
33g) **Watch out for “topic slip.”** Topic slip is the random and inconclusive drifting from topic to topic without achieving completion. Tip: Avoid topic slip by tracking the conversation on a whiteboard so everyone can see where you are.
33g) **謹防討論偏題。** 偏題是指偏離主題的、任意的、無結論、沒完沒了的討論。提示：為防止跑題，可使用白板記錄對話，以便所有人都能注意到討論進度。
**33h) Enforce the logic of conversations.** There is a tendency for people’s emotions to heat up when there is a disagreement, so focusing on the logic of your exchange will facilitate communication. If you are calm and analytical in listening to others’ points of view, it is more difficult for them to shut down a logical exchange than if you get emotional or allow them to get emotional. **33h) 增強溝通的邏輯性。**當出現分歧的時候，人們總是容易情緒激動，此時，注重交流的邏輯性能夠促進溝通。在聽取對方觀點時，如果你能夠冷靜進行分析，那么對方更容易進行有邏輯的交流，這種交流要比你或者對方情緒激動時高效得多。
33i) **Worry about substance more than style.** This is not to say that some styles aren’t more effective than others with different people and in different circumstances, but don’t let style or tone prevent you from getting in synch. I often see people complain about the delivery of a criticism in order to deflect from its substance. If you think someone’s style is an issue, box it as a separate issue to get in synch about (start by asking whether it’s true and whether it’s important) .
33i) **實質內容比形式更重要。** 當然，不同的人在不同的情況下適用某些形式會比適用另一些形式效率更高。但是，不要讓形式或風格限制了你們達成一致的步伐。我經常聽到人們為了扯開話題而對批評的形式進行抱怨。如果你對某人的表述風格有意見，那么你應該單獨就此問題爭取達成一致， 比如可以問一下此人的表述風格是否是其真實情緒的流露，以及這種表述形式對于溝通而言是否真的重要等。
33j) **Achieve completion in conversations.** The main purpose of discussion is to achieve completion and get in synch, which leads to decisions and or actions. Conversations often fail to reach completion. This amounts to a waste of time because they don’t result in conclusions or productive actions. When there is an exchange of ideas, especially if there is a disagreement, it is important to end it by stating the conclusions. If there is agreement, say it; if not, say that. Where further action has been decided, get those tasks on a to-do list, assign people to do them, and specify due dates. Write down your conclusions, working theories, and to-do’s in places that will lead to their being used as foundations for continued progress.
33j) **在討論中要得出一定結論。** 討論的主要目的就是要解決問題，達成一致，從而做出決斷，付諸行動。討論經常得不到完結，這完全是浪費時間，因為這種討論無法得到任何結論，也無法轉化成有價值的行動。當大家交換觀點的時候，尤其是當有分歧出現的時候，必須要得出結論作出了斷。如果能夠達成一致，這就是結論，如果無法達成一致，這也是一種結論。如果決定進行下一步行動，就要將這些任務添加到待完成事項列表之中，分配人手來完成，制定截止日期。記錄下得出的結論、工作理論以及待完成事項，使他們能夠為取得持續進展打下堅實基礎。
33k) **Have someone assigned to maintain notes in meetings and make sure follow-through happens.** Generally speaking, to avoid distraction during the discussion itself, prioritizing follow-ups and assignments should be done afterwards.
33k) **安排人做會議紀要，保證會議討論的事項后續落實。**一般而言，為保證討論不偏題，對后續事項的優先排序和任務落實應該在會后進行。
33l) **Be careful not to lose personal responsibility via group decision-making.** Too often groups will make a decision to do something without assigning personal responsibilities so it is not clear who is supposed to do what. Be clear in assigning personal responsibilities.
33l) **需要注意的是，集體決策時不要忘記了個人的職責。**很多情況下，集體可能會做出一個決策，但是并不安排具體的分工，所以誰該干什么完全不清楚。要記住明晰個人責任。
... 34) **Make sure people don’t confuse their right to complain, give advice, and debate with the right to make decisions.** Discussion does not mean rule by referendum. While our culture is marked by extreme openness, some people mistakenly assume we have group decision-making in which all views are treated equally and consensus rules. Since not all views are equally valuable, I don’t believe in consensus decision-making or referendums. We operate not only by open debate but also by clearly assigning personal responsibility to specific people. While these two values might seem at odds, personal responsibility and open debate work together to synthesize effective decision-making at Bridgewater. Everyone does not report to everyone here. Instead, responsibility and authority are assigned to individuals based on our assessment of their ability to handle them. I want the most capable individuals assigned to each job. We hold them accountable for their outcomes, but we also give them the authority to achieve those outcomes. It is perfectly okay for a responsible party to carry through a decision he thinks is best even when others who are knowledgeable disagree, although this disagreement should be considered and weighed seriously. We have, and should have, an explicit decision-making hierarchy, ideally based on merit.
... 34) **不要將控訴、獻言獻策、辯論的權利同抉擇權混為一談。**討論并不意味著要通過全體投票來做決定。我們有著極其坦誠的文化，但是有些人錯誤地認為我們是進行集體決策的，所有的觀點都被一視同仁，所有問題必須一致通過。我們并不會給所有的觀點賦予同等重視，我不贊成一致通過決策或全體投票。我們的運作模式不僅包括自由辯論，還包括將責任分配到個人。二者可能看起來是沖突的，但是個人責任與自由辯論在橋水聯合基金得到了很好的結合，共同促進了高效決策。我們不要求每個人向所有人匯報，與此相反，我們根據對個人能力的評估，將責任與權力都分配給了個人。我需要所有人各司其職，他們對自己做出的成績負責，當然我們也賦予他們完成任務的權力。如果負責人試圖做出一個自認為最佳的決定，而其他知情者持否定意見，負責人完全可以堅持做出自己的決定。當然，該反對意見也應該得到嚴肅的考量。我們擁有，也應該擁有一個明確的決策層級，理想狀態下，這一層級應該是以個人能力為基礎的
**... 35) Recognize that getting in synch is a two-way responsibility.** In any conversation there is a responsibility to transmit and a responsibility to receive. Misinterpretations are going to take place. Often, difficulty in communication is due to people having different ways of thinking (e.g., left- brained thinkers talking to right-brained thinkers) . The parties involved should 1) realize that what they might be transmitting or receiving might not be what was meant, 2) consider multiple possibilities, and 3) do a back and forth so that they can get in synch. People do the opposite — confidently thinking that they’ve communicated their intent clearly, not considering multiple possibilities and then blaming the other parties for the misunderstanding. Learn lessons from your problems in communications to improve.
**... 35) 要認識到，達成意見統一是雙向責任。** 溝通過程中，既有交付的責任，也有接受的責任——在這個過程中一定會出現誤解。一般而言，溝通障礙主要是因為人們的思維方式不同。比如，當左腦思維者試圖與右腦思維者進行溝通時，就會出現障礙。相關方應該：1）要認識到他們對交付或接受到的信息的認知偏差并非出于本意；2）考慮多重可能性；3）反復之前步驟，以達成意見統一。而人們往往不這樣做，大家總是自信他們將自己的意圖明確地表達出來了，然后責備對方理解失誤。我們需要從自己溝通問題中學習，不斷提高。
**... 36) Escalate if you can’t get in synch.** If you can’t understand or reconcile points of view with someone else, agree on a third party to provide guidance. This person could be your manager or another agreed- upon, believable person or group who can resolve the conflict objectively, fairly, and sensibly. This mechanism is a key element of our culture and crucial for maintaining a meritocracy of ideas.
**... 36) 如果意見無法統一，提交上一級進行討論。**如果你無法理解，也無法與他人達成意見一致，那么就應該統一讓第三方來提供一些指導。第三方可以是你的管理者、其他約定方、權威人士或團體，此人需要能夠客觀、公平、合理的處理糾紛。該機制是我們文化中關鍵的一環，對于維持觀點至上的原則至關重要。
> In fact, I once toyed with the possibility of developing a voting system based on a believability matrix. Though that might not be possible for practical reasons, it suggests the merit-based decision-making we aspire toward with our current process. The challenging and probing we encourage are not meant to second-guess every decision but to help us assess the quality of our work over time.
> 實際上，我曾經隨意嘗試過基于可信度矩陣開發一套投票系統。由于一些實際原因，系統無法施行，但是這一系統展示了我們根據現有的流程建立的基于個人能力的決策過程。我們鼓勵質疑與調查，并不意味著我們對每個問題都要進行二次懷疑，只是希望從長期來評估工作質量。
## To Get the People Right…
選對人，用對人
**
...37) Recognize the Most Important Decisions You Make Are Who You Choose to Be Your Responsible Party
...37）要知道，最重要的選擇是選誰做負責人**
So…
因此你必須做到：
... 38) **Remember that almost everything good comes from having great people operating in a great culture.** I cannot emphasize strongly enough how important the selection, training, testing, evaluation, and sorting out of people is. If you put the goals and the tasks in the hands of people who can do them well, and if you make crystal clear that they are personally responsible for achieving the goals and doing the tasks, they should produce excellent results. This section is about the people part of the feedback loop process, diagramed below.
... 38) **要記住，幾乎所有的成功都是來自因為優秀的文化以及在其中工作的優秀的人才。**人才的挑選、培訓、評估、分類，無論如何強調都不為過。如果你將目標和任務置于稱職的人手中，而且明確表示他們個人對于完成目標任務負責，那么他們將作出驕人的成績。該章節將講述下圖中反饋循環流程中人員的環節。
... 39) First, match the person to the design. Understand what attributes matter most for a job, and then ascertain whether an individual has them. This matching process requires 1) visualizing the job and the qualities needed to do it well and then 2) ascertaining if the individual has those qualities.
... 39) 首先，要選擇合適的人參與機構設置。 首先要看清某職位描述所應包含的最重要的能力，然后確定某人是否具有這些特質。刪選過程需要做到：1）將職位和所需具備的特質明確表達出來；2）確認某人是否具備這些特質。
Look for believable responsible parties who love producing great results. Remember that values are most important—e.g., if “work” is what people have to do to make money, I don’t want people to “work” here. I only want people at Bridgewater who are joining us on an important, shared mission to do great things.
尋找可靠的負責人，他們熱衷于創造成績。記住，價值觀是最重要的。例如，如果“工作”只是人們養家活口的被迫選擇，我不希望我的員工是在工作。我希望加入橋水基金的人都是和我們有著重要的、共同的使命，去創造輝煌。
> The thing that I like least (or dislike most) about my job is fighting to maintain standards, but it must be done. I know that the only way for me to succeed and to be happy is to have good people do it for me, which means that I have to hire, train, and sort out people. It is futile to give responsibilities to people who do not have the qualities required to succeed. It frustrates, and inevitably angers, all parties, which is subversive to the environment. So, hiring, training, and sorting out people so that responsibilities are placed in the hands of people who can be trusted to do an excellent job is the only viable path, and is extremely satisfying.
> 工作中，我最不喜歡的事情就是需要不停維持標準，但是這事關緊要。我知道如果想要成功，想要快樂，就必須讓其他人為我來做這件事。于是，這就意味著，我需要雇傭、培訓、挑選人員。如果將任務安排給無法勝任的人來做，這是毫無意義的，也會令所有人困惑，甚至憤怒，破壞整個環境。因此，雇傭、培訓、挑選人員，使得各項責任置于能夠很好完成工作的人手中是唯一的可行之路，這樣做的結果也是十分令人滿意的。
39a) **Most importantly, find people who share your values.** At Bridgewater, those key values are a drive for excellence, truth at all costs, a high sense of ownership, and strong character (by character, I mean the willingness to do the good but difficult things) .
39a) **最為重要的是要找同你價值觀一致的人。** 在橋水，這些核心價值觀就是追求卓越，不惜一切代價探尋真相，強烈的歸屬感，意志堅定，即愿意去做正確但艱難的事情。
39b) **Look for people who are willing to look at themselves objectively and have character.** These are not natural talents—they are qualities that anyone can acquire. They are also the qualities that have the biggest influence on whether or not I respect someone. They are essential for success.
39b) **要找愿意客觀評價自己且又意志堅定的人。**這些不是與生俱來的天分，而是可以后天習得的。這些品質是我確定自己是否尊重某人最重要的依據。這些品質關系到是否能夠成功。
39c) **Conceptual thinking and common sense are required in order to assign someone the responsibility for achieving goals (as distinct from tasks) .**
39c) **根據需要完成的任務和實現的目標，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 the consequences of what is done.** Because of this, the RP must choose wisely when delegating responsibilities to others, and he must incentivize and manage them appropriately. There is no escaping that. For example, you are the inevitable RP for taking care of your health because you’re the one who inevitably bears the consequences. If you’re sick, you might choose to delegate the responsibility of figuring out what do to about it to a doctor. However, it is your responsibility to pick the right doctor because you will bear the consequences of that decision. While it is, of course, also the doctor’s responsibility to handle the responsibilities that you delegate to him, you still need to make sure that his incentives are aligned with his responsibilities and that he is doing his job well. The inevitable responsible party can’t delegate all his responsibilities away and expect good outcomes, even in cases in which he has no expertise. So you can’t escape hiring and managing properly.
... 40) **必然負責人是需要承擔一切后果的。**正因為如此，負責人在委派責任時，應該謹慎斟酌人選。終極責任人需要在激勵與管理中獲得不斷平衡，同時要管理好這些任務，這是其無法逃避的責任。你是自己健康的必然負責人，因為健康受損后你必然會承受相應后果。如果你病了，你可以將尋求方案的責任委派給醫生。然而，你依然需要負責挑選一個正確的醫生，因為這一決定的后果還是會影響你。當然，醫生有責任處理好你委派給他的責任。但是你依然需要確保你給醫生的物質刺激與給他的責任相符， 確保他認真完成工作。必然負責人無法將自己所有的責任都委派給別人，同時期待有好的結果，即便是他毫無專長的領域也是這樣。所以，你依然無法逃避合理雇傭和管理的責任。
... 41) **By and large, you will get what you deserve over time.** The results that you end up with will reflect how you and your people learn to handle things. So take control of your situation and hold yourself and others accountable for producing great results. People who wish for a great result but are unwilling to do what it takes to get there will fail.
... 41) **總的來說，日積月累，你就會得到你想要的。**你所獲得的成果將反映你與你的團隊是如何學習處理任務的。因此，請把握局勢，讓你與團隊其他人對獲得成果負責。那些眼高手低的人，注定一敗涂地。
... 42) **The most important responsible parties are those who are most responsible for the goals, outcomes, and machines (they are those higher in the pyramid) .** Give me someone who can effectively be responsible for an area—i.e., who can design, hire, and sort to achieve the goal, and I can be comfortable about all that is in that area. Therefore, they are the most important people to choose and manage well.
... 42) **最重要的負責人要為目標、結果和組織機構負主要責任（即位于金字塔上層的人）。**如果我有某個能夠有效負責某領域的人，他可以執行規劃、雇傭、分類以實現目標，那么我會對該領域十分放心。因此，任用好和管理好這群人才是最重要的。
... 43) **Choose those who understand the difference between goals and tasks to run things.** Otherwise you will have to do their jobs for them. The ability to see and value goals is largely innate, though it improves with experience. It can be tested for, though no tests are perfect.
... 43) **選擇那些明白“目標”與“任務”之間差異的人來做事。** 否則你就必須替他們完成他們的工作。 清楚認識并珍視目標是一種天生的能力，也會隨著經驗的增多而提升。該能力能夠被測試，但是測試并不完美。
**
... 44) Recognize that People Are Built Very Differently
... 44) 要知道每個人都生而不同**
So…
因此：
... 45) **Think about their very different values, abilities, and skills.** Values are the deep-seated beliefs that motivate behaviors; people will fight for their values, and values determine people’s compatibility with others. Abilities are ways of thinking and behaving. Some people are great learners and fast processors; others possess common sense; still others think creatively or logically or with supreme organization, etc. Skills are learned tools, such as being able to speak a foreign language or write computer code.
... 45) **思考他們在價值觀、能力和技能上的差異。**價值觀即推動行為的深層信仰。人們會為價值觀而奮斗，價值觀決定了人們與他人相處的模式。能力是人們思考與行為的方式。有些人學習能力強，能夠快速處理問題，有些人有豐富的常識，也有人擁有創新思維、邏輯思維，或者有優秀的組織能力。技能則是指學會使用的工具，比如說一門外語，編寫計算機程序等。
While values and abilities are unlikely to change much, most skills can be acquired in a limited amount of time (e.g., most master’s degrees can be acquired in two years) and often change in worth (e.g., today’s best programming language can be obsolete in a few years) .
一個人的價值觀和能力不易改變，但是大多數技能卻能夠在限定時間內獲得。例如，大多數碩士學歷可以在兩年內獲得。而且大多數技能的價值是會發生改變的，例如，今年先進的編程語言在幾年后可能就落伍了。
It is important for you to know what mix of qualities is important to fit each role and, more broadly, with whom you can have successful relationships. In picking people for long-term relationships, values are most important, abilities come next, and skills are the least important.
你必須知道每個角色所需要的能力，更寬泛而言，你與誰能夠維持成功的關系。在考慮長期關系人選時，價值觀是最重要的，能力次之，技能最微不足道。
**... 46) Understand what each person who works for you is like so that you know what to expect from them.**
... **46) 要了解你每個員工的情況，才能知道你能從他們身上有何種期待。**
**... 47) Recognize that the type of person you fit in the job must match the requirements for that job.**
**... 47) 崗位用人要與職位要求相匹配。**
### How People’s Thinking Abilities Differ
### 人類思維能力的差異
In my many years of running Bridgewater I have learned that people’s thinking abilities differ and that it is important to understand these differences so that they are appropriately considered when assigning people to roles. I have tried to find experts who understood these differences to help me better understand and test for them. I have found a few truly insightful people amid a mass of mediocrity. I have also found that there are all sorts of theories from all sorts of people about how people think and why, so very little should be treated as fact. It seems that “political correctness” and the reluctance to objectively discuss differences in innate abilities have stood in the way of forthright and thoughtful research on this important subject. While the search for good advice and tests has been challenging, it has also been invaluable. What follows is a mix of my theories based on my personal observations and a collection of valuable things I have learned from others. I know I have only scratched the surface of learning about how people think, why they think differently, and how to test for these different thinking abilities, so I am excited about the potential of learning more.I believe, but am not certain about, the following:
以我多年經營橋水基金的經驗來看，人與人之間的思維能力是有差異的。只有了解了這些差異，才能知人善任。我曾找來一些熟悉思維差異的專家來幫助我更好的理解和驗證這些差異。在大量平庸之輩中，不乏極具洞見者。我同時也發現，諸多學者有諸多關于人類是如何進行思考及其成因的理論，但是只有極少的理論是事實。人們似乎是出于“政治正確”的考慮，抑或不太情愿客觀地討論人類天資的差別，也就無法對這一重要領域進行直截了當的、深刻的研究。雖然尋找良好的建議和測試的過程充滿挑戰，但這一工作卻意義非凡。如下內容綜合了我的個人觀察以及對前人文獻的學習。人類是如何思考？為何人類有不同的思維方式？以及如何對不同的思維能力進行測試？對于這些問題，我的學習只觸及到了皮毛，我熱切地期待學到更多的知識。以下這些是我所相信，但并不十分確定的觀點：
> I have particularly valued psychologist Bob Eichinger.
> 我認為心理學家鮑勃·艾興格（Bob Eichinger）的理論尤為有價值。
>
> I am convinced that we are just scratching the surface of understanding differences in how people think and how to test for it, so there is great potential for others to follow this path. Unfortunately, most of the world’s experts I have met are more theoretical than practical.
> 我相信，在理解人類思維差異和測試方法方面，我們的理解只涉及到了皮毛。后人循此路徑進行研究，還將大有可為。然而甚為可惜的是，我所接觸到的專家都過于注重理論研究而忽視了實用意義。
* There are two big differences in how people think that are due to the brain’s coming in two big halves and different people relying differently on them.58 This was explained by Caltech Professor Roger Sperry, who won a Nobel Prize in medicine for attributing these two ways of thinking to different reliances on the two hemispheres. As a result of this discovery, these two ways of thinking are called “left-brained” and “right-brained.” Professor Sperry helped us understand that:
人類思維的兩種最大的差異來源于大腦的構造，我們的大腦是由兩個半球組成的，不同的人對于兩個半球的依賴程度不同。加利福利亞理工學院的羅杰·斯佩里（Roger Sperry）教授對這一發現進行了解釋。斯佩里教授研究了對大腦半球不同依賴造成的兩種思維方式，也因此而獲得了諾貝爾醫學獎。而這一發現得出一個結論，兩種不同的思維方式被稱為“左腦思維”和“右腦思維”。斯佩里教授幫助我們理解了：
> A good book on this is A Whole New Mind by Daniel H. Pink, and a good article on the science of this is “A Wandering Mind Heads Straight Toward Insight” by Robert Lee Hotz from The Wall Street Journal.
> 在該領域值得借鑒的著作有丹尼爾·H·平克（Daniel H Pink) 的《全新思維》（A Whole New Mind) ，以及羅伯特·李·霍茲刊登于《華爾街日報》的“游離的思維更易洞察一切” 。
* The left hemisphere reasons sequentially, analyzes details, and excels at linear analysis. Left-brained thinkers do these things well. They are also called linear thinkers. When they excel at this type of thinking they are called “bright.”
左腦善于循序漸進式推理，分析細節，線性分析能力強。左腦型思維者在以上方面表現突出，也因此被稱為線性思維者，如果某人在此類思維中優于常人，我們可稱其為“聰明”。
> “Bright” people have high IQs, are highly analytical thinkers, and can solve complex mental problems.
> 聰明的人有高智商，善于分析，能夠解決復雜的心理問題。
* The right hemisphere reasons holistically, recognizes themes, and synthesizes the big picture. Right-brained thinkers do these things well. People who think this way are also called lateral thinkers. Those who excel at this kind of thinking are called “smart.”
右腦善于整體推理，能夠識別主題，整合全局。右腦型思維者在以上方面表現突出，也因此被稱為水平思維者，如果某人在此類思維中優于常人，我們可稱其為“睿智”。
> "Smart"people have common sense, are good at synthesizing, and can imagine what is possible.
> 睿智的人有常識，善于整合，富于想象。
Long before I knew that there was a Professor Sperry I saw these differences. I bet you’ve seen them too.**
在知道斯佩里教授之前，我早已察覺到這兩種思維方式的不同，我想你也應該察覺到了
* **On a scale of -5 to +5 – left-brained to right-brained – where do you think you fall?**
**-5到+5分別指示了左腦型思維和右腦型思維，你的思維模式是介于這之間的哪一個級別？**
* **How confident are you that your self-assessment is right?**
**你認為你的自我評價是準的嗎？有多準？**
? **Some people see details (trees) , and others see big pictures (forests) .** Those who “see trees” see the parts most vividly and don’t readily relate the parts to each other in order to see the big picture—e.g., they might prefer more literal, precise paintings. They are typically left-brained. Others connect the dots to pictures. In fact, they typically don’t even see the dots; they just see the pictures. They are typically right-brained. You can detect which type people are by observing what they focus on. Detailed thinkers can lose sight of the big picture and are more likely to focus in on a part than to go to the higher level and see the relationship between parts. For example, a person who focuses on details can be thrown off by word mistakes like “there“ instead of “their,” while big-picture thinkers won’t even notice the mistake. Similarly, big-picture thinkers can often understand the meaning of sentences even when key words are reversed—e.g., when “up” is mistakenly used instead of “down,” they understand that the person speaking couldn’t have meant “up” in that context. That is because their attention is focused on the context first and the details second. When describing the same meeting, these two different types will frequently focus on completely different things and disagree on their interpretations. In discussions, they can frustrate each other and discount what the other is saying. Similarly, a person of one type interviewing another type will usually yield an unsatisfactory result.
? **有些人善于觀察細節（樹木），而有些人更注重全局（森林）。**那些善于觀察樹木的人能夠對部分體察入微，但卻不善于將各個部分聯系起來以獲得整體。比如，他們可能更喜歡寫實的、精確的畫作，這種人就是典型的左腦型思維者。而有些人，他們能夠將一個個點連接起來，形成畫面。實際上，這些人甚至根本看不到點，只能看到畫面，這種人是典型的右腦型思維者。根據觀察人關注的焦點，你可以判斷出該人是哪種類型的思維者。細節思維者可能會看不到全局，他們更愿意去關注某一個部分，而不愿上升到一定的高度，去探究各個部分之間的關系。比如，一個關注細節的人可能糾結于一些小的拼寫錯誤，如“there”和“their”（英文中二者發音相同），而一個胸懷全局的人可能根本不會注意到這一錯誤。同樣的，即便一個句子中的關鍵詞都是顛倒的，也不會影響一個全局思維者對整個句子意思的理解。例如，講話者將“下”說成了“上”，而全局思維者卻能夠在理解上下文的基礎上，明白講話者不可能是在說“上”。這是因為全局思維者首先會將注意力放在整體上，其次才是細節。當這兩類人描述同一場會議時，他們的關注點可能大相徑庭，在對事情的理解上也是南轅北轍。在小組討論時，他們會相持不下，也會不斷駁斥對方的觀點。基于同一原因，當某種類型的思維者去面試另一個類型的思維者時，結果也往往不盡人意。
* **On a scale of -5 to +5 – “detailed” to “big picture – where do you think you fall?**
-5到+5分別指示了對細節和全局的關注程度，你的思維模式是介于這之間的哪一個級別？
* **How confident are you that your self-assessment is right?**
你認為你的自我評價是準的嗎？有多準？
? **Some people rely more on remembering what they were taught when making decisions, and others rely more on their independent reasoning.** Let’s call the first group memory-based learners and the second group reasoning-based thinkers. When using the word “learning” I intend to convey “acquiring knowledge by being taught,” and when using the word “thinking” I mean “figuring it out for oneself.” Memory-based learners approach decision-making by remembering what they were taught. They draw on their memory banks and follow the instructions stored there. They are typically left-brained. Reasoning-based thinkers pay more attention to the principles behind what happens. They are typically right-brained. You can tell the difference when what is learned (e.g., CAPM) conflicts with what is logical (e.g., All Weather) . People who rely on memory-based learning will typically be more skeptical of unconventional ideas because their process is to more readily accept what they have been told and because they are less able to assess it for themselves. Those who rely on more on reasoning won’t care much about convention and will assess ideas on their merits. Those who rely on memory-based learning also tend to align themselves with the consensus more than people who rely on reasoning. Memory-based learners are more willing to accept the status quo, while reasoning-based thinkers are less biased by it. They are more likely to be innovative, while those who rely on learning are likelier to be cautious. Performance in school will correlate well with the quality of one’s learning-based thinking, but will not reliably correlate with one’s reasoning-based thinking. The most able learners are easily found, since they are, or were, the best students from the best schools. The best thinkers are tougher to find, as there are no obvious funnels through which they pass, especially before they develop track records in the “real world.”
? **當需要做出決定時，有些人更依賴他們被傳授的知識，而有些人則更愿意進行獨立論證。**我們姑且將第一組稱為記憶型學習者，將第二組稱為推理型思考者。我一般用“學習”一詞表達通過接受他人傳授以獲得知識，而用“思考”一詞表達通過個人努力進行探索。記憶型學習者做選擇時會回憶他人是如何教他的。他們會利用記憶庫，遵循在記憶庫中儲存的指令。這就是典型的左腦型思維者。推理型思考者更加注重事件背后的原則，屬于右腦型思維者。當習得的知識（如資產評估模型）與邏輯（如全天候情況）發生沖突時，不同思維的人會做出不同的反應。記憶型學習者會對非傳統的觀念持懷疑態度，因為這類人習慣直接接受被告知的內容，也無法做出自己的判斷。相反，那些更依賴推理的人就不會在意陳規，他們更愿意就觀點本身做出自己的判斷。記憶型學習者會更愿意與多數人的共識保持一致，更愿意接受現狀。而推理型思考者卻不會如此，他們更具創新精神，不那么謹慎。學校成績是與一個人的學習型思考相掛鉤的，但卻無法反應一個人的推理能力。當然，最優秀的學習者是很好找的，他們就是，或者曾經是，最好的學校里的最好的學生。而優秀的思考者卻不那么容易找到，因為社會并不存在普遍的衡量其能力的通道。
* **On a scale of -5 to +5 – “learning” to “thinking”– where do you think you fall?**
**-5到+5分別指示了對學習和思考的重視程度，你的思維模式是介于這之間的哪一個級別?**
* **How confident are you that your self-assessment is right?**
**你認為你的自我評價是準的嗎？有多準？**
* **Some people are focused on daily tasks, and others are focused on their goals and how to achieve them.** Those who “visualize” best can see the pictures (rather than the dots) over time. They have a strong capacity to visualize and will be more likely to make meaningful changes and anticipate future events. They are the most suitable for creating new things (organizations, projects, etc.) and managing organizations that have lots of change. We call them “creators.” They are typically right-brained thinkers. By contrast, those who are focused on the daily tasks are better at managing things that don’t change much or require repetitive processes done reliably, and are typically best at doing clearly specified tasks. They see things much more literally and tend to make incremental changes that reference what already exists. They are slower to depart from the status quo and more likely to be blindsided by sudden events. They are typically left-brained thinkers.
**有些人著眼于日常事務，有些人卻更關注自己設定的目標以及達成目標的途徑。**擅長“形象化”的人隨著時間的推移，能夠看到大畫面，而不是一個個的點。他們這種過人的形象化能力能夠使他們做出有價值的改變，能夠預測未來事件走向。他們更適合去創造新的東西，比如公司、項目，也更能管理好一個變幻莫測的組織機構，我們將這類人稱為“創造者”，他們是典型的右腦型思維者。與此相反，那些關注日常事務的人能夠更好的管理一塵不變或者需要一絲不茍完成重復流程的事項，他們尤其擅長完成明確細致的工作任務。他們傾向于直觀看待事務，利用現有參考進行細微調整。他們不愿意改變現狀，遇到緊急情況會措手不及，這類人就是典型的左腦型思維者。
* **On a scale of -5 to +5—“tasks” to “goals”—where do you think you fall?**
**-5到+5分別指示了對任務和目標的關注程度，你的思維模式是介于這之間的哪一個級別?**
* How confident are you that your self-assessment is right?
你認為你的自我評價是準的嗎？有多準？
? Some people are “planners,” and others are “perceivers.” Planners like to focus on a plan and stick with it, while perceivers are prone to focus on what’s happening around them and more readily adapt to it. Perceivers see things happening and work backward to understand the cause and how to respond; they work from the outside in; they also see many more possibilities that they compare and choose from; often they see so many that they are confused by them. In contrast, planners work from the inside out, figuring out first what they want to achieve and then how things should unfold. Planners and perceivers have trouble appreciating each other. While a perceiver likes to see new things and change directions often, this is discomforting to planners, who prefer to stick to a plan. Planners weigh precedent much more heavily in their decision-making, and assume that if it was done before in a certain way, it should be done again in the same way, while perceivers tend to optimize on the spot. Planners are typically left-brained, and perceivers are typically right-brained.
? 有些人是計劃者，而有些人是觀察者。計劃者能夠投入一項計劃并堅持執行，而觀察者更傾向于將注意力放在觀察計劃周圍的因素上，更能適應周遭的變化。觀察者先看到結果，再倒推回去，獲知起因，從而找到應對方案。他們的工作方式是由外及里的，他們也能看到更多可供比較和選擇的可能性。有時，因為可能性過多以至于觀察者無法決斷。相反，計劃者是由里及外的工作方式，他們會先確定期待實現的內容，再尋求事情的展開方式。計劃者與觀察者彼此很難互相欣賞。觀察者喜歡新事物，喜歡時常變換方向，這會讓計劃者感到不安，因為后者更愿意堅持原有計劃，在決策時往往遵循先例，認為這類事肯定在過去碰到過，并以某種方式得以解決，現在也應該以同樣的方式來解決，而觀察者們則傾向于現場進行優化。規劃者就是典型的左腦型思維者，而觀察者就是典型的右腦型思維者。
* **On a scale of -5 to +5—“planner” to “perceiver”—where do you think you fall?**
**-5到+5分別指示了計劃者和觀察者，你的思維模式是介于這之間的哪一級別?**
* **How confident are you that your self-assessment is right?**
**你認為你的自我評價是準的嗎？有多準？**
? Some people are driven more by their emotions, and others are driven more by their intellect. We all have emotions and intellect. When they conflict, some people will give in to their emotions, while others maintain control of their emotions and are driven by their intellect. I am told this is more due to relative reliance on the amygdala and the prefrontal cortex, but I’m not sure. Once again, these two different types typically can’t understand and typically frustrate each other.
? 有些人他們做事受情感驅使，有的人則由理智驅使。我們每個人都有情感和理智，而二者沖突時，有的人會向情感妥協，而有的人能更好的控制情感，讓理智占上風。我得知這是由于不同的人對杏仁核或者前額皮質的依賴程度不同，我對此不太確認。與上述諸多情況相同，這兩類人無法理解彼此，往往會針鋒相對。
* **On a scale of -5 to +5—“driven by emotion” to “driven by intellect”—where do you think you fall?**
**-5到+5分別指示了情感驅動和理智驅動，你的思維模式是介于這之間的哪一級別？**
* **How confident are you that your self-assessment is right?**
**你認為你的自我評價是準的嗎？有多準？**
**? Some people are risk-takers, and others are risk-averse.**
**? 有些人愿意接受風險，而有些人則盡可能避免風險**
* **On a scale of -5 to +5—“driven by emotion” to “driven by intellect”—where do you think you fall?**
**-5到+5分別指示了避免風險和接受風險，你的思維模式是介于這之間的哪一級別？**
* **How confident are you that your self-assessment is right?**
**你認為你的自我評價是準的嗎？有多準？**
**? Some people are introverts, and others are extroverts.** The most important difference between them is their willingness to fight for truth. Introverts tend to find the necessary conflicts more difficult.
**有些人是內向的，而有些人是外向的。**二者之間最大的不同在于他們是否愿意去為真相奮斗。內向的人認為接受這些必要的沖突更為艱難。
* **On a scale of -5 to +5—“introvert” to “extrovert”—where do you think you fall?**
**-5到+5分別指示了內向和外向，你的思維模式是介于這之間的哪一級別？**
* **How confident are you that your self-assessment is right?**
**你認為你的自我評價是準的嗎？有多準？**
There are lots of important ways in which people think differently that I won’t continue on about.
人類思維差異還有很多，在此不一一贅述。
**... 48) Use personality assessment tests and quality reflections on experiences to help you identify these differences.** These should be done openly so that these important differences are embraced and considered in our interactions.
... 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。**這些工作需要公開完成，以便大家能夠在合作中充分認識并考慮這些重要不同。
... 49) **Understand that different ways of seeing and thinking make people suitable for different jobs.** Since nature created different ways of thinking and since nature never creates anything without a purpose,61 each way of thinking has purposes. Often, thinking well for some purposes necessitates thinking poorly for others. It is highly desirable to understand one’s own ways, and others’ ways, of thinking, and their best applications. While there is no best quality, there are certainly some qualities that are more suitable for some jobs (e.g., being a math wiz is important for a job that requires a math wiz) . So don’t treat everyone the same.
... 49) **要知道，每個人的觀察與思考方式不同，也因此適合不同的職位。**大自然創造了不同的思維方式，這樣做是有自己的道理的。每一種思維方式都有自己存在的原因。一般而言，針對某些目的的思維方式，在進行其他目的的思維時，會表現糟糕。一定要理解個人的思維方法和其應用領域。當然，不存在所謂最好的性格，卻有更適合做某些工作的性格。比如，如果一個職位需要數學天才，那么在崗的人最好是個數學天才。不要對所有人不加區分對待。
> Even the “mistakes” that nature makes have a purpose; they are essential for the evolutionary process.
> 即便是大自然所犯的“錯誤”也是處于一定理由的，它們都是成長過程的需要。
Sometimes I see people dealing with each other, especially in groups, without regard for these differences. This is nonsensical. Both people expressing their own views and those considering others’ views need to take into account their differences. These differences are real, so it’s dumb to pretend they don’t exist.
有時，我察覺到團隊中員工彼此相處時沒有考慮到這些差異，這是不理智的。不論是在表達自己見地還是思考他人觀點時，都應該將彼此的差異納入考慮。這些差異是真實存在的，千萬不要假裝看不到。
49a) **People are best at the jobs that require what they do well.**
49a) **人們在所擅長的領域工作表現最佳。**
49b) **If you’re not naturally good at one type of thinking,** it doesn’t mean you’re precluded from paths that require that type of thinking, but it does require that you either work with someone who has that required way of thinking (which works best) or learn to think differently (which is very difficult and sometimes impossible) .
49b) **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。** 你需要與其他擁有所需思維方式的人一起合作，這是最理想的方式。你也可以學習換個思維方式，但這樣做很困難，有時甚至不太可能。
**...50) Don’t hide these differences. Explore them openly with the goal of figuring out how you and your people are built so you can put the right people in the right jobs and clearly assign responsibilities.** This is good for both your team and for Bridgewater as a whole.
**...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，并明晰任務分工。**這對于你的團隊和橋水公司而言，都是大有裨益的。
**... 51) Remember that people who see things and think one way often have difficulty communicating and relating to people who see things and think another way.** Keep in mind how difficult it is to convey what it means to think in an alternative way for the same reason it would be difficult to convey what the sense of smell is to someone who doesn’t have the ability to smell.
**... 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。**記住，要求一個人轉換思維方式就如同試圖向一個沒有嗅覺的人來解釋嗅覺的含義一樣難。
**
... 52) Hire Right, Because the Penalties of Hiring Wrong Are Huge
... 52) 請招對人，因為用錯人的代價極為慘重**
So…
因此：
**... 53) Think through what values, abilities, and skills you are looking for.** A lot of time and effort is put into hiring a person, and substantial time and resources are invested in new employees’ development before finding out whether they are succeeding. Getting rid of employees who aren’t succeeding is also difficult, so it pays to be as sure as possible in hiring. Refer to our diagram that shows how to achieve your goals by comparing them with the outcomes you’re getting, and think of the people part as shown below. By constantly comparing the picture of what the people are like with the qualities needed, you will hire better and evolve faster.
**... 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。**我們花費大量的時間和精力來招攬人才，然后在認定這些人是否是可造之材之前還需要投入大量的時間和資源來培養新員工。淘汰不合格的員工同樣很艱難，因此需要在招聘的時候慎之又慎。參考下圖，了解如何通過將目標與成果進行對比進而達成目標。如下圖所示，思考關于人員的部分的描述。只要不斷將圖中人的性格與職位所需的特質進行比對，你就會在招聘上更勝一籌，發展更快。
**... 54) Weigh values and abilities more heavily than skills in deciding whom to hire.** Avoid the temptation to think narrowly about filling a job with a specific skill.While having that skill might be important, what’s most important is determining whether you and they are working toward the same goals and can work in the same ways and share the same values.
**... 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。**不要總是希望為一個職位設定一個具體的技能。也許擁有那項技能很重要，但是最重要的是確保你和招聘來的員工能夠為同一個目標、以同樣的方式、同樣的價值觀一起工作。
> The importance of a skill will vary according to the job. The more knowledge-dependent and independent in nature the job is (e.g., a 62programmer or lawyer whose job isn’t to think about the direction of the company) , the more relevant the required skills are.
> 根據每個職位的不同，技能的重要性也相應變化。職位的知識依賴度和獨立度越高，所需技能的相關度越高。比如程序員或律師，他們的工作職責就不包括考慮公司的運作方向。
**... 55) Write the profile of the person you are looking for into the job description.**
**... 55) 招聘時，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 qualities and compare the results of those assessments to what you’ve decided is needed for the job.** Synthesize the results of those tests to see if there is a “click.”
**...56) 我的翻譯。選擇合適的人和測試手段來評估這一些資質的每一項并且把這些評估的結果與你認為工作所需的資質相比較。**綜合考慮這些評估的結果，來決定是否有合適人選。
**56a) Remember that people tend to pick people like themselves, so pick interviewers who can identify what you are looking for.** For example, if you’re looking for a visionary, pick a visionary to do the interview where you test for vision. If there is a mix of qualities you’re looking for, put together a group of interviewers who embody all of these qualities collectively. Don’t choose interviewers whose judgment you don’t trust (in other words, choose believable interviewers) .
**56a) 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。** 比如說，如果你想找一名有遠見的員工，那么請安排一個本身就有遠見的面試官去測試應聘者是否有遠見。如果你想找一個復合型人才，那么請安排一組能夠涵蓋所有素質的面試官。如果你對某人的判斷力沒有信心，那么請不要選擇他當面試官，一定要選擇你可以信任的人。
**56b) Understand how to use and interpret personality assessments.** These can be a fantastic tool in your arsenal for quickly getting a picture of what people are like—abilities, preferences, and style. They are o ften much more objective and reliable than interviews.
**56b) 要知道如何使用和解讀性格測試。**性格測試能夠幫助你快速了解人們的基本情況，包括能力、喜好、風格。性格測試往往要比面試本身更客觀、更可信。
**56c) Pay attention to people’s track records.**
**56c) 了解應聘者的過往業績。**
**56d) Dig deeply to discover why people did what they did.** Knowing what they did is valuable only in helping you figure out what they are like. Understanding the “why” behind people’s actions will tell you about their qualities and as a result, what you can probably expect from them.
**56d) 深入挖掘，探尋他們過往行為的動機。**了解過去能夠幫助你評估他們現在的情況。了解人們行為背后的動機能夠讓你判斷他們的特質，以及你可以從這些特質期待得到的結果。
**56e) 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 are looking for.**Memory and processing speed tend to be the abilities that determine success in school (largely because they’re easier to measure and grade) and are most valued, so school performance is an excellent gauge of these. School performance is also a good gauge for measuring willingness and ability to follow directions as well as determination. However, school is of limited value for teaching and testing common sense, vision, creativity, or decision-making. Since those traits all outweigh memory, processing speed, and the ability to follow directions in most jobs, you must look beyond school to ascertain whether the applicant has the qualities you’re looking for.
56e) **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。**記憶和處理速度能力很大程度上決定了學業成功與否（可能因為二者比較容易衡量和評分），也是學校最看重的能力，因此，學校表現是衡量以上兩種能力的最好的標尺。學校表現同時還可以衡量一個人的意志、遵守規范的能力、決心。然而，學校在傳授或檢測常識、眼界、創新性、決策能力等方面價值卻極為有限。而這些特質對于大多數工作而言的重要性遠勝于記憶、處理速度和遵守規范的能力。我們必須突破學校表現來考慮應聘者是否有你所需要的特質。
> Consider how few important decisions you make as a student from first grade through college. Other than deciding which college to attend in the senior year of high school and which major to pursue in the sophomore year of college, most people normally just do what they are told to do.
> 考慮一下作為一個大學生你從大學一年級到讀完大學，你做出過的極為有限的重要決定，除了在高年級時決定要去哪所大學和在大2時要決定選什么專業，大多數人通常都只是做他們被告知要去做的事情。
**56f) Ask for past reviews.** Don’t rely exclusively on the candidate for information about their track record; instead, talk to people who know them (believable people are best) , and look for documented evidence.
**56f) 要求提供過往業績的評估。** 不要單純依賴應聘者本人來提供關于他們過往業績的信息，應該去與那些熟悉他們的人談話，最好是可信度高的人，或者要求提供有案可查的證據。
**56g) Check references.**
**56g) 參考推薦信。**
**... 57) Look for people who have lots of great questions.** These are even more important than great answers.
**... 57) 尋找有許多絕妙問題的人。**因為這些絕妙的問題，甚至比絕妙的答案還重要。
**... 58) Make sure candidates interview you and Bridgewater.** Show them the real picture. For example, share these principles with them to show how we operate and why. Have them listen to the tapes to see the reality.
**... 58) 確保應聘者對你和橋水聯合基金也進行了了解。** 給他們展現真實的情況，比如，可以將我們討論的這些原則分享給他們，演示一下我們是如何操作的以及背后的原因。為確保真實性，可為他們提供錄音帶。
**... 59) Don’t hire people just to fit the first job they will do at Bridgewater; hire people you want to share your life with.** The best relationships are long term and based on shared missions and values. Also, turnover is generally inefficient because of the long time it requires for people to get to know each other and Bridgewater. Both the people you work with and the company itself will evolve in ways you can’t anticipate. So hire the kind of people you want to be with on this long-term mission.
**...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。最好的關系都是長期的、基于共同的使命與價值觀的關系。同時，員工跳槽會致使公司效率低下，因為新員工需要花費時間熟悉彼此，熟悉公司。你的同事和你所在的公司都會以不可預測的方式發生演變。所以，還是聘用那些能夠長期與之相處的人吧。
**... 60) Look for people who sparkle, not just “another one of those.”** I have too often seen people hired who don’t sparkle, just because they have clearly demonstrated they were “one of those.” If you’re looking for a plumber you might be inclined to fill the job with someone who has years of experience, without confirming whether he has demonstrated the qualities of an outstanding plumber. Yet the difference between hiring an ordinary versus an extraordinary plumber (or any other expert) is huge. So when reviewing a candidate’s background, you must identify how this person has demonstrated himself to be outstanding. The most obvious demonstration is outstanding performance within an outstanding peer group. If you’re less than excited to hire someone for a particular job, don’t do it. The two of you will probably make each other miserable.
**... 60) 要選熠熠生輝之人，而不是又一個平庸之輩。**我見過許多并不熠熠生輝卻被聘用的人，因為他們明確說明了自己只是一個平庸之輩。如果你只是尋找一個伐木工人，那么你很可能直接把工作給某個有幾年經驗的人，而不去確認此人是否擁有一個優秀的伐木工所應具備的特質。但是，雇傭一名普通的伐木工與雇傭一名優秀的伐木工（或者其他領域的專家）有著天壤之別。因此，在翻查應聘者的資料時，你必須看清該應聘者是如何證明自己是一名優秀的人才的。最顯而易見的證明就是，他是否在一組優秀的人之中完成了優秀的工作。如果你對雇傭某人來承擔某項工作并不那么激動，那就不要招攬此人，這很可能對你們雙方都是折磨。
**... 61) Hear the click: Find the right fit between the role and the person.** Remember that your goal is to put the right people in the right design. First understand the responsibilities of the role, then what qualities are needed to fulfill them excellently, and then ascertain whether an individual has them. This matching process requires 1) visualizing the job and the qualities needed to do it well and 2) ascertaining if the individual has those qualities. I describe this process as “hearing the click,” because that’s the sound of finding the right fit between the role and the individual.
**... 61) 聽到咔噠聲：所需職位和聘用之人一定要匹配合適。**記住，你的目標是將對的人員置于對的機制之中。首先應該確定崗位責任，然后找出圓滿完成這些責任所需要哪些特質，然后考慮候選人是否具有這些特質。這樣一個匹配過程需要：1）將職位和所需素質明確表達出來；2）確認某人是否具備這些素質。我之所以將這一過程稱之為“聽到咔噠聲”，是因為當你在角色與人員上找到了完美的匹配，就會聽到這種聲音。
**... 62) Pay for the person, not for the job.** Look at what they were paid before and what people with comparable credentials get paid and pay some premium to that, but don’t pay based on the job title.
**... 62) 以人論酬，而不是以崗論酬。**參考此人過去的薪資水平，以及擁有類似資質人的一般薪資水平，在此基礎做一定上浮，但是不要只看職位的頭銜來決定酬勞。
**...63) Recognize that no matter how good you are at hiring, there is a high probability that the person you hire will not be the great person you need for the job.** Continue the “interviewing” process as intensely after they are on the job as before, and don’t settle.
**... 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。**員工到崗之后，依然需要進行同等強度的面試流程，不能滿足現狀。
**
... 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**
So…
因此：
**... 65) Understand the differences between managing, micromanaging, and not managing.** Micromanaging is telling the people who work for you exactly what tasks to do and/or doing their tasks for them. Not managing is having them do their jobs without your oversight and involvement. Managing means: 1) understanding how well your people and designs are operating to achieve your goals and 2) constantly improving them. To be successful, you need to manage.
**... 65) 明白管理、微觀管理和不管理之間的區別。**微觀管理指管理者告訴員工每一項工作該怎么做或者幫他們來做。不管理就是管理者讓員工自己工作，不進行任何監管和參與。而有效的管理則意味著：1）了解你的員工和規劃是如何為實現你的目標而運行的；2）不斷完善。想要成功，你必須學會有效管理。
**65a) Managing the people who report to you should feel like “skiing together.”** Like a ski instructor, you need to have close contact with your people on the slopes so that you can assess their strengths and weaknesses as they are doing their jobs. There should be a good back and forth with trial and error. With time you will be able to decide what they can and can’t effectively handle on their own.
**65a) 管理下屬應該感覺像是一同滑雪一樣。** 你要像一個滑雪教練，在錯位上與你的員工保持密切接觸，以便評估他們工作狀態中的強項和弱點，這必須是一個反復嘗試的過程。隨著時間的推移，你就能夠確定他們自己是否能有效處理事情。
**65b) An excellent skier is probably going to be more critical and a better critic of another skier than a novice skier.** A student probably thinks his ski instructor is fabulous, while an Olympic skier looking at the same ski instructor would assess him to be at a much lower level.
**65b) 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。** 一個初學者可能會覺得自己的滑雪教練水平棒極了，但是一個奧運滑雪冠軍在評估同一個教練時，卻會認為這個人水平并不那么好。
**...66) Constantly compare your outcomes to your goals.** Identify problems and diagnose whether the problems are with the way the organization is designed or with the way the people are handling their responsibilities. So remember how the following feedback loop to rapid improvement works.
**...66) 不斷比較完成情況和目標之間的差距。**找到問題，判斷問題出現的原因是與公司規劃的方式有關還是與員工處理責任的方式有關。記住下面這個快速提升的反饋循環是如何工作的。
And remember to do this constantly so you have a large sample size. You want to have a large sample size because 1) any one problem can either be a one-off imperfection or symptomatic of root causes that will show up as problems repeatedly; and 2) looking at a large sample size of problems will make clear which it is. Also, the larger your sample size, the clearer the root causes of your problems, and the more obvious your solutions, will be.
記住要重復這一行為，以期獲得更多的樣本。問題樣本容量大的好處是：1）隨著問題不斷重復出現，一個問題要么是一次性的不完美，要么是深層原因的癥狀；2）使觀察更清晰明了。同時，你的樣本數量越多，問題的深層原因就越明顯，你也越能找到相應的解決方案。
If you do this constantly in this way, your evolutionary process should look like this:
如果你持續這樣做，那么你的成長過程應該如下圖所示：
**... 67) Look down on your machine and yourself within it from the higher level.** Higher-level thinking doesn’t mean the thinking done by higher -level beings. It means seeing things from a top-down perspective—like looking at a photo of Earth from outer space, which shows you the relationships between the continents, counties, and seas, and then going down to a photo of your country, then down to your neighborhood, then down to your family. If you just saw your family without the perspective of seeing that there are millions of other families, and there have been many millions of other families over thousands of years, and observing how your family compares and how families evolve, you would just be dealing with the items that are coming at you as they transpire without the perspective.
**... 67) 在所管理的機制內，從更高的層次俯視審視自己和機制。**更高層次的思考并不意味著位于更高層次的人的思考，而是以自上而下的視角來審查事物。這就像看一張外太空拍的地球的圖片一樣， 能夠看到大洲、國家、海洋之間的關系。請再找來一張你的國家的圖片，社區的圖片，然后是你家庭的圖片。在看待自己的家庭時，你要看到數以百萬的其他家庭，以及幾千年來歷史長河中出現過的不可計數的其他家庭，在這些大背景中考慮比較自己的家庭，觀察家庭的演變情況。否則，你只能見樹不見林。
**...68) Connect the case at hand to your principles for handling cases of that type.** Remember that every problem and task is just another “one of those”—i.e., another one of a certain type. Figuring out what type it is and reflecting on principles for handling that type of issue will help you do a better job. Whether or not you use the principles written here, you still must decide on a course of action and what guiding principles will be effective. Through this process you will improve your principles as well as handle your issues better.
**...68) 解決問題要參照同類別問題時應遵循的原則。**要記住，每一個問題和任務都只是某類問題中的一個。找出問題的類型，參看處理此類問題的適用原則，能夠幫助你更好的完成工作。不管你用不用本書所述的原則，你還是需要確定一個行動方案，以及相應行之有效的指導原則。通過這一過程，你能夠不斷改進自己的原則，提高處理問題的能力。
**...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 “case at hand” discussion of what to do now about the problem.** Don’t make the mistake of just having the task-level discussion, because then you are micromanaging—i.e., you are doing your managee’s thinking for him and your managee will mistake your doing this as being OK, when that’s not OK (because you will be micromanaging) . When having the machine-level discussion, think clearly how things should have gone and explore why they didn’t go that way. If you are in a rush to determine what to do and you have to tell the person who works for you what to do, point out that you are having to do this, make clear that you are having to do this and that is what you are doing, and make it a training experience—i.e., explain what you are doing and why.
**...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。**不要將討論局限在問題本身，這是微觀管理的表現。你這樣做無異于幫助你的下屬思考本該由他思考的問題，同時讓他誤認為這樣做合情合理。實際上，你這樣做是不合適的，因為這就是微觀管理。當你進行機制層面的討論時，應該思考事情本應朝著什么方向發展，卻為什么沒有。如果你著急解決問題，必須告訴你的下屬下一步該做什么，那么請清楚地告訴他們你必須展開這兩個層面的討論，并將此作為一種員工培訓來進行，解釋清楚這樣做的原因。
**... 70) Don’t try to be followed; try to be understood and to understand others.** Your goal is to understand what is true and improve together. If you want to be followed, either for an egotistical reason or because you believe it more expedient to operate that way, you will pay a heavy price in the long run. If you are the only one thinking, the results will suffer.
**... 70) 和員工的關系不是服從與被服從，而應是相互理解。**你的目標是理解真相，共同提升。如果你出于自我本位或方便管理的原因希望自己的命令一直被服從，那么從長遠來看你將付出沉重的代價。如果只有你一個人思考，那么結果肯定不會理想。
**70a) Don’t try to control people by giving them orders.** They will likely resent the orders, and when you aren’t looking, defy them. An authoritarian approach also means you aren’t developing your employees, and over time they will become increasingly dependent on you, which damages all parties. Instead, the greatest power you have over intelligent people—and the greatest influence they will have on you—comes from constantly getting in synch about what is true and what is best so that they and you want the same things. People must desire to do the right things, and this desire must come from them. You can, however, show them the connection between fulfilling their responsibilities and their own well- being. Reaching agreement will come only from radically open discussions in which you are fair, reasonable, and open-minded.
**70a) 不要給員工下命令控制他們。**他們一般都會抵觸命令，有時還會背著你蔑視命令。這種專權的管理方式也意味著你并沒有培養你的員工，隨著時間的推移，他們會越來越依賴你，這對所有人都有害無益。如此相反，要想最大化對高智商人才行使的權力，使他們對你的影響也最大，就要不斷討論，使真相和最佳方案達成意見一致，確保你們目標一致。人們必須渴望做正確的事情，而這種渴望必須發自內心。你可以向他們揭示完成責任和自身發展之間的聯系。只有通過公證、合理、開放的自由辯論，才能達成一致。
**70b) Communicate the logic and welcome feedback.** When making rules or changes, explain the principles behind the decision. We want reasonable thinkers to operate sensibly. We achieve this through principles that are sound and well understood, applied and tested through open discussion. It is each person’s job to 1) evaluate whether he agrees with a decision, and if not, explain why; and 2) hold each other accountable for operating consistently within the organization’s principles. We want people who understand the principles that allow our community to succeed and possess strong ethics that motivate them to work by our rules, rather than to sneak around them. We want people who know that if the community works well, it will be good for them. We don’t want people who need to be ordered and threatened. We don’t want people who just follow orders.
**70b) 溝通要有邏輯，多聽取反饋意見。**在制定規則和做出改變時，一定要就決策背后的原則進行解釋。要安排邏輯思維能力強的人合理地開展工作。我們制定了健全的原則，這些原則通過自由辯論得到深入理解、適用和檢驗。每個人都要做到：1）思考自己是否同意某項決策，如果不同意，理由是什么；2）彼此為遵循公司原則情況負責。我們想要的員工必須能夠理解讓我們公司成功的原則，同時擁有能夠激勵他們按規矩辦事的職業操守，而不是那些時刻鉆原則空子的人。我們想要的員工必須認可如果公司發展的好，那對他們自己也有好處。我們不想要那些需要下命令、威脅的員工，也不想要那些只會服從命令的員工。
**... 71) Clearly assign responsibilities.** Eliminate any confusion about expectations and ensure that people view the failure to achieve their goals and do their tasks as personal failures.The most important person is the one who is given the overall responsibility for accomplishing the mission and has both the vision to see what should be done and the discipline to make sure it’s accomplished by the people who do the tasks.
**... 71) 明確責任分工。**要消除針對期望的誤解，讓員工看到，沒有實現目標，沒有完成任務，就是他們個人的失敗。最關鍵的人物是被賦予完成整項工作任務責任的人，該人應具備能看到問題解決方案的視野，還應擁有確保負責該項工作的人能夠完成工作的紀律執行力。
> You learn principles by experiencing the rewards and punishments of your actions interacting with reality. The clearer the relationship is between cause and effect, the better it is for learning and evolving. So clearly designated responsibilities enhance the feedback and learning process. For example, if you are in the woods and have to survive on your own, the connection between your actions and their results is clearer and is all that matters. Blame doesn’t enter into it as it gets you nothing. All that you focus on are the interactions between your actions and their results.
> 通過與現實互動獲得獎勵或懲罰，人們學會建立自己的原則。這其中的因果關系越明顯，對學習和發展越有利。責任明確有助于收集反饋，促進學習。如果你身處森林之中，希望獨立生存下去，此時你的行為與這些行為的結果之間的關系非常明顯，也決定了你的生死。不要責備，責備沒有任何意義。你只需要關注你的行為和行為的結果。
**... 72) Hold people accountable and appreciate them holding you accountable.** It’s better for them, for you, and for the community. Slacker standards don’t do anyone any good. People can resent being held accountable, however, and you don’t want to have to tell them what to do all the time. Instead, reason with them, so that they understand the value and importance of being held accountable. Hold them accountable on a daily basis. Constant examination of problems builds a sample size that helps point the way to a resolution and is a good way to detect problems early on before they become critical. Avoiding these daily conflicts produces huge costs in the end.
**...72) 對員工進行工作問責制度，若他們問責你，要感謝他們。**這樣做對員工、對你、對公司都有好處，逃避責任對任何人都無益。人們討厭被問責，但是你肯定不愿意時刻告訴他們該做些什么。相反，你要與他們講道理，使他們理解問責的價值和重要性。問責要每日進行，不斷檢查問題從而建立起樣本容量，幫助找到解決方案，能夠在問題變得嚴峻之前發現問題。而避免這些日常沖突的結果就是最后付出沉痛代價。
**72a) Distinguish between failures where someone broke their “contract” from ones where there was no contract to begin with.** If you didn’t make the expectation clear, you generally can’t hold people accountable for it being fulfilled (with the exception of common sense—which isn’t all that common) . If you find that a responsibility fell through the cracks because there was no contract, think about whether you need to edit the design of your machine.
**72a) 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“約定”。**如果你沒有將自己的期待說清楚，那么你就不能追究某人未完成期待的責任。當然，除了眾所周知的常識以外，有時也不是那么眾所周知。如果說你發現由于沒有事先約定，導致責任無法追究，那么你就該反思一下是否需要修改機制設計。
... 73) Avoid the “sucked down” phenomenon. This occurs when a manager is pulled down to do the tasks of a subordinate without acknowledging the problem. The sucked down phenomenon bears some resemblance to job slip, since it involves the manager’s responsibilities slipping into areas that should be left to others. Both situations represent the reality of a job diverging from the ideal of that job. However, the sucked down phenomenon is typically the manager’s response to subordinates’ inabilities to do certain tasks or the manager’s failure to properly redesign how the responsibilities should be handled in light of changed circumstances. You can tell this problem exists when the manager focuses more on getting tasks done than on operating his machine.
... 73) 避免“上級卷入下級工作職責”現象。 即管理者需要去做下屬職責范圍的工作，卻拒絕承認這是個問題。這種上級卷入下級工作職責的現象與職責錯位情況類似，管理者的職責滑向了本應屬于下屬的領域。二者都屬于工作職能偏移的情況。然而，上級卷入下級工作職責現象則專指上級對下級工作不力的反應或上級無法隨著情勢變化適當調整責任分工的情況。這種情況會在管理者更重視完成工作任務而非設計機制時存在。
**73a) Watch out for people who confuse goals and tasks, because you can’t trust people with responsibilities if they don’t understand the goals.**One way to test this: if you ask a high-level question like, “How is goal XYZ going?” a good answer will provide a synthesis upfront (of how XYZ is in fact going overall) , and then support that assessment with the tasks done to achieve the goal. People who see the tasks and lose sight of the goals will just explain the tasks that were done and not make the connection to how those tasks relate to the machine that produces outcomes and achieves goals.
**73a) 謹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。**你可以這樣檢驗員工是否理解工作目標：如果你問一個高層級的問題，“某個目標達成的怎么樣了？”一個好的答案是結合了對目標完成進度的坦率回答，再加上具體為實現目標做的工作以支撐此結論。那些只看到任務而忽視目標的人，只會向你解釋任務完成了多少，卻無法將這些任務與創造結果、實現目標的機制相結合。
**...74) Think like an owner, and expect the people you work with to do the same.** You must act in the interest of our community and recognize that your well-being is directly connected to the well-being of Bridgewater. For example, spend money like it’s your own.
**...74) 要有“主人翁”思維，并希望員工們也能具備這種思維方式。**員工行事必須符合公司利益，認識到你與橋水基金榮辱與共。比如，你要像花自己的錢一樣來花公司的錢。
**... 75) Force yourself and the people who work for you to do difficult things.** It’s usually easy to make things go well if you’re willing to do difficult things. We must act as trainers in gyms act in order to keep each other fit. That’s what’s required to produce the excellence that benefits everyone. It is a law of nature that you must do difficult things to gain strength and power. As with working out, after a while you make the connection between doing difficult things and the benefits you get from doing them, and you come to look forward to doing these difficult things.
**... 75) 強迫自己和員工迎難而上。如果你愿意迎難而上，那么就能夠比較容易讓事情順利進行。**我們必須像健身房教練一樣讓彼此保持身材。如果想要獲得眾人受益的卓越成績，就必須這么干。要想獲得力量，變得強大，你必須迎難而上，這是自然界的法則。比如健身，開始一段時間的健身之后你就會發現，完成了困難的項目，你就會從中受益，隨后你就會期待做這些困難的項目了。
**75a) Hold yourself and others accountable.** It is unacceptable for you to say you won’t fight for quality and truth because it makes you or other people uncomfortable. Character is the ability to get yourself to do the difficult but right things. Get over the discomfort, and force yourself to hold people accountable. The choice is between doing that properly or letting our community down by behaving in a way that isn’t good for you or the people you are “probing” and coaching.
**75a) 對自己和他人要采取問責制度。** 如果你認為不爭取提高質量，獲得真相，只是因為這樣做會讓你和其他人不舒服，這種想法是不可取的。堅強的意志能夠幫助你去做那些艱難但正確的事情。克服不安，強迫自己向別人問責。你要么按照原則來辦事，要么就會面臨讓公司失望，因為你的做法既不利于自己，也不利于那些你調查或輔導的人。
**... 76) Don’t worry if your people like you; worry about whether you are helping your people and Bridgewater to be great.** One of the most essential and difficult things you have to do is make sure the people who work for you do their jobs excellently. That requires constantly challenging them and doing things they don’t like you to do, such as probing them. Even your best people, whom you regularly praise and reward, must be challenged and probed. You shouldn’t be a manager if you have problems confronting people or if you put being liked above ensuring your people succeed.
**... 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。**你必須做的最重要但最艱難的事情就是確保員工認真完成工作。也就要求你不斷地質疑他們，做一些不討人喜歡的事情，比如調查他們。即便是那些你經常表揚和獎勵的優秀員工，你也必須質疑和調查。如果你不喜歡與人對質，或者你認為討人喜歡比確保他們成功更重要，那么你就不適合做一個管理者。
**... 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，堅信自己認為是正確的事情，不要輕易被人牽著鼻子走。**
**... 78) Communicate the plan clearly.** People should know the plans and designs within their departments. When you decide to divert from an agreed-upon path, be sure to communicate your thoughts to the relevant parties and get their views so that you are all clear about taking the new path.
**... 78) 計劃溝通要清晰明了。**身處某個部門的員工應該熟悉本部門的計劃和設置。當你試圖脫離某一條規劃好的線路時，一定要與相關方溝通你的觀點，并聽取他們的意見，保證所有人對于采取新的計劃是明確的。
**78a) Have agreed -upon goals and tasks that everyone knows (from the people in the departments to the people outside the departments who oversee them) .** This is important to ensure clarity on what the goals are, what the plan is, and who is responsible to do what in order to achieve the goals. It allows people to buy into the plan or to express their lack of confidence and suggest changes. It also makes clear who is keeping up his end of the bargain and who is falling short. These stated goals, tasks, and assigned responsibilities should be shown at department meetings at least once a quarter, perhaps as often as once a month.
**78a) 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）只有這樣才能讓大家充分認清目標、計劃、完成目標的負責人。**這能增強人們對計劃的信心，或者給他們機會表達自己缺乏信心從而提供更改建議。這樣做也能看清楚哪些人在計劃中能堅持到底，哪些人可能會中途退縮。這些目標、任務、分工必須在部門會議上至少每季度通報一次，甚至是一個月通報一次。
**78b) Watch out for the unfocused and unproductive “we should … (do something) .”** Remember that to really accomplish things we need believable responsible parties who should determine, in an open-minded way, what should be done; so it is important to identify who these people are by their names rather than with a vague “we,” and to recognize that it is their responsibility to determine what should be done. So it is silly for a group of people who are not responsible to say things like “we should…” to each other. On the other hand, it can be desirable to speak to the responsible party about what should be done.
**78b) 謹防交流中出現沒有重點，低效無用的句式：我們應該如何。** 如果想要達成目標，我們需要可靠的負責人，他們堅定果斷、思維開放，知道該干些什么。因此，我們必須清楚的知道這些人的名字，而不是用一個模糊的“我們”來指代，也應該認識到，他們有責任來決定應該做什么。因此我們不應該讓一群不負責的人來對彼此說“我們應該如何”。與此相反，你應該向負責人表達該如何做的想法。
**... 79) Constantly get in synch with your people.** Being out of synch leads to confused and inefficient decision-making. It can also lead you in conflicting directions either because 1) you are not clear with each other, which often generates wildly differing assumptions, or 2) you have unresolved differences in your views of how things should proceed and why. Getting in synch by discussing who will do what and why is essential for mutual progress. It doesn’t necessarily entail reaching a consensus. Often there will be irreconcilable differences about what should be done, but a decision still needs to be made, which is fine. The process of getting in synch will make it clear what is to be done and why, even if it cannot eliminate difference. One of the most difficult and most important things you must do, and have others do, is bring forth disagreement and work through it together to achieve a resolution. Recognize that this process takes time. It can happen any way people prefer: discussion, e-mail, etc. You must have a workable process for making decisions even when disagreements remain. I discuss such a process in the earlier section on getting in synch.
**... 79) 保持與員工意見統一。**如果無法達成意見一致，就會產生令人困惑的、低效率的決策，還可能導致你在大方向上出現沖突，因為1）你們不了解彼此的想法，通常會造成大相徑庭的推斷；2）你們對于應該如何推進事項及其原因上的分歧尚未得到解決。通過討論分工及其原因從而實現意見一致能夠促進互相進步。并不一定需要達成完全的共識。有時的確會出現一些關于該如何做事的不可調和的分歧，但是依然需要作出決定，這種情況是可以接受的。爭取達成意見一致的過程能夠明確大家該干什么，但是可以保留那些無法消除的分歧。你必須做的以及必須讓他人做的最艱難最重要的事情之一就是將分歧提到臺面上來，討論分析以求獲得一個解決方案。當然，這一過程會耗費一些時間，也可以通過多種方式來進行，比如討論，發郵件等。你必須制定出一個決策的可行流程，即便爭議依然存在，在前面關于爭取達成意見一致的部分我已經討論過這個流程了。
**... 80) Get a “threshold level of understanding”—i.e.**, a rich enough understanding of the people, processes and problems around you to make well-informed decisions.
**... 80) 充分了解工作相關情況。**—即為做出最周全的決定，必須充分了解身邊的員工、工作流程及存在的問題。
**...81) Avoid staying too distant.** You need to know your people extremely well, provide and receive regular feedback, and have quality discussions. Your job design needs to build in the time to do these things.
**... 81) 避免和員工產生距離感。**你需要極其了解你的員工，經常性提供并聽取反饋意見，開展富有成效的討論。你的工作職責安排中應該留出足夠的時間來做這些事情。
**81a) Tool: Use daily updates as a tool for staying on top of what your people are doing and thinking.** Daily updates are brief descriptions of what the person did that day, what they are planning to do the next day, their problems, their questions, and their observations. They typically take about five minutes to write and do wonders for staying in touch.
**81a) 工具：使用每日進度更新了解員工工作與思考的情況。**每日進度更新是關于某個員工當日工作進度的簡報，還包括了他們明天的計劃、存在的問題、疑惑、觀察。進度更新只需要大約五分鐘就能完成，對于跟進工作狀態十分有效。
**... 82) Learn confidence in your people—don’t presume it.** It takes time to learn about people and what confidences can be placed in them. Sometimes new people are offended we don’t yet have confidence in how they are handling their responsibilities. They think it’s a criticism of their abilities when in fact it’s a realistic recognition that we simply haven’t had enough time or direct experience with them to form a point of view. No manager (including myself) should delegate responsibilities to people we don’t yet know well enough to have confidence in. And new people shouldn’t be offended if we haven’t yet formed that confidence.
**...82) 對員工的信任度不能先入為主，要逐步去了解。**了解員工，了解能給他多少信任是需要花費時間的。有時，當我們對于一些新人是否能擔當重任還存在懷疑，這可能會冒犯到此人。他們會認為這是你對他們能力的質疑，而實際上這只是因為我們還沒有足夠的時間去了解該人，也沒有和他們直接打過交道，因此還無法形成相關認識。所有的管理者（包括我自己）在對下屬 沒有充分了解建立信任之前，都不能將責任分配給他們。而新員工也不能因為管理者還沒有機會建立其對他們的信心就感到被冒犯了。
**... 83) Vary your involvement based on your confidence.** Management largely consists of scanning and probing everything for which you are responsible to identify suspicious signs. Based on what you see, you should vary your degree of digging, doing more of it for people and areas that look more suspicious, and less of it where probing instills you with confidence. With the right tools in place and performing well, your scanning will include both reviewing the output of these tools (e.g., “issues log,” “metrics,” “daily updates,” and “checklists”) and spot-checking.
**...83) 處理問題時，根據自己感覺有把握的情況來調整參與度。**管理通常意味著掃描和調查所有你負責的事項，以便找到可疑跡象。根據你所看到的，調整調查的程度。當被調查對象看起來更可疑時，可適當調高調查的程度。反之，當你有信心認為一般調查足以消除疑慮，即可調低調查程度。應該使用正確的調查工具，充分發揮其作用，調查應該包括定期審查、抽查問題日志、計量圖表、日常進度更新、或清單等方式的結果。
**... 84) Avoid the “theoretical should.”** The theoretical should occurs when a manager theorizes that people should be able to do something when they can’t or without actually knowing whether they can do it.
**... 84) 避免說“理論上應該”。** “理論上應該”是管理者認為從理論上講人們應該有能力做某事，但實際上他們做不到，或者不確定自己是否能做到。
**... 85) Care about the people who work for you.** If you are not working with people you care about and respect, this whole thing ain’t worth it. If you don’t believe that, you probably shouldn’t work at Bridgewater. While it’s desirable to convey these feelings, having them is more important. It is good to share your lives together, but not required. Be there for weddings, births, and funerals. This is something that I try to do but fail to do enough because of the numbers, so I convey that I will be there for anyone who really needs me. Personal contact at the time of personal difficulty is a must.
**... 85) 關愛員工。如果你不關心尊重你的員工，整個工作就沒有意義了。**如果你不相信這個論斷，可能橋水基金就不太適合你。擁有對員工的關愛之情非常重要，如果能夠表達出關愛最好。你們可以一起分享人生，但對此不強求。請盡量參加員工的婚葬嫁娶。我一直試圖這樣做，但是由于員工數量太多了，我做的還不夠。當別人真的需要我時，我就會到場。在員工困難時與員工進行私下接觸至關重要。
**... 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.** A feeling is a reality—and a good reality—and it’s up to management to deal with all realities sensibly. Good emotions are important. In fact, they are probably most important since they are the reasons behind the good things we do, e.g., satisfaction with a job wonderfully done and love of others. Emotions are bad only if they cloud judgment and take us away from what we want.
**... 87) 盡管做決策時主要依靠邏輯，但感覺也是很重要的。**情感也是一種事實，而且是一種好的事實，管理者需要合理地處理所有的事實。擁有好的情緒至關重要，甚至可能是最重要的。因為正面情緒是事情順利進行的原因，比如說對完成工作的滿意情緒，以及關愛他們的情緒。情緒只有在妨礙我們做判斷，使我們遠離目標時才是負面的情緒。
**... 88) Escalate when you can’t adequately handle your responsibilities, and make sure that the people who work for you do the same.** Escalating means saying that you don’t believe that you can successfully handle a situation and that you are passing the “responsible party” (RP) job to someone else. The person you are escalating to—the person to whom you report—can then decide whether to coach you through it, take control, have someone else handle it, or do something else. However, the boss should avoid being drawn into doing the job of the person who is failing without exploring why the job has not been done successfully without help. It’s very important to get an accurate assessment of what each person can and can’t do and why. If the boss just does the job for the person, even if it produces good results, we will lack the right attribution of success and failure. Remember that an important goal is to learn about what a person is like from testing, and that we want to get that information without crashing the car. So, the RP must either say that he can handle his job or that he cannot. And it is the responsibility of the boss to make the assessment of whether to remove the RP from the driver’s seat because he might crash. We learn from mistakes by seeing our failures, feeling the pain of them, and reflecting and gaining insight. If the boss and the RP don’t recognize the RP’s failures to fix things, and the RP lacks the ability to do the job, trouble will result. Remember that life is the best teacher—“the proof is in the pudding.” So going through this process is essential to real learning.
**... 88) 如果發現自己無法有效解決問題時，應將問題升級，提交給上級，確保為你工作的員工們也是這樣操作的。**將問題升級，意味著你沒有信心應付當下局面，要將負責人的工作轉交給其他人。你轉交責任的人，也就是你直接匯報的上級決定是對你進行輔導，還是直接接過責任，還是讓其他人來做，或是其他的解決辦法。然而，上級要弄清楚執行工作任務的人為什么在沒有別人幫助時無法獨立完成工作，不可直接代替該人做事。我們需要獲得關于每個人能夠勝任或不能勝任某項工作的原因。如果說上級直接代替下級做事，即便結果令人滿意，也不是我們應有的成敗態度。記住，我們工作的一個重要的目標就是通過測試來了解一個人，而不是要真的毀掉一輛車時才知道某人不是個好司機。負責人必須能夠確認自己能夠勝任或者不能勝任，上級則必須做出判斷，看負責人是否可能出事故，是否需要要讓其從駕駛座上下來。我們不斷從失敗中吸取教訓，承認失敗，感受痛苦，反思自己，進而吸取經驗。如果說上級和負責人都沒有認識到負責人無法解決問題，無法勝任自己的工作，就一定會出問題。生活是最好的老師，實踐出真知。如果想要真正學到東西，這一過程必不可少。
**88a) Make sure your people know to be proactive.** Demand that they speak up when they won’t meet agreed-upon deliverables or deadlines. This communication is essential to getting in synch on both a project level and on a personal level.
**88a) 確保員工主動積極。**要求員工在無法交付約定好的工作或無法按時完成工作時一定要說出來。這種爭取意見一致的溝通方式對于整個項目以及個人都至關重要。
**88b) Tool: An escalation button.** Because there is confusion at times about whether responsible parties are conveying to their managers their problems or whether they are escalating, use an escalation button. This is a tool that makes clear to the manager that the managee is escalating.
**88b) 工具：升級按鈕。**有的時候會分不清負責人到底只是在向管理者闡述問題還是在將問題升級，提交上級處理，這時就需要一個升級按鈕，提醒管理者下級此時是在升級問題。
**... 89) Involve the person who is the point of the pyramid when encountering material cross-departmental or cross sub-departmental issues.** Imagine an organizational chart as a pyramid that consists of numerous pyramids, so:
**... 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“金字塔尖”的那個人來參與定奪。**將公司結構看做一個金字塔，一個大金字塔之下又有多個小金字塔。
When issues involve parties that are not in the same part of the pyramid, it is generally desirable to involve the person who is at the point of the pyramid. The individual at the point has the perspective and knowledge to weigh the trade-offs properly and make an informed decision. Not involving the person at the point of the pyramid will likely cause problems. In the diagram above, if persons G and H are having an issue, who is the point of the pyramid? If persons F and I are having an issue, who is the point of the pyramid?
當問題涉及的相關方不再金字塔的同一個部分時，請邀請位于該金字塔尖上的人來做判斷。位于塔尖的人能夠有足夠的視野和知識，權衡利弊，做出明智決定。反之，如果不讓塔尖上的人參與進來很可能會引發問題。觀察上圖，如果G和H發生矛盾，誰是位于金字塔尖的決策者呢？如果F和I遇到問題，誰又是金字塔尖的決策者？
> If you answered C and A, you understand the concept. If you didn’t, think again.
> 如果你能回答C和A，那么你就理解了這個概念，如果答錯，請再思考一下。
**
... 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。**
So…
因此：
**... 91) Know what your people are like, and make sure they do their jobs excellently.** This requires constantly challenging them and probing them. That’s true even if your people are doing their jobs well, even though those people can be given more leeway.
**... 91) 了解自己的員工，確保他們順利完成工作。**你需要不斷質疑員工，調查他們。即便某些員工工作的很好，也依然需要這樣做，但可以適當對他們留有余地。
**... 92) Constantly probe the people who report to you, and encourage them to probe you.** Managers are much less able to discover the right things to do than most people assume. I know that’s true for me. The people who work for you should constantly challenge you, in order for you to become as good as you can be. Also, inviting criticism brings to the surface any subterranean discontent and makes the people working for you responsible for helping to find solutions. It’s much easier for people to remain spectators offering unchallenged comments from the stands than to become players on the field. Forcing people onto the field strengthens the whole team. Communication is a two-way responsibility.
**... 92) 不斷調查直接向你匯報的下級，并鼓勵他們調查你。**管理者們其實并沒有大家想的那么有能力做出正確的抉擇，起碼對于我而言是這樣。你的員工應該經常質疑你，促使你成為最好的自己。同時，接受批評也能將別人背后對你的不滿拿到臺面上來，讓你的員工也負責幫你找尋解決方案。與在球場上打球的選手相比，在看臺上作為觀眾發出一些無關痛癢的評論自然要簡單的多。要求每個人都要到球場上打球能夠提升整個團隊。溝通是雙向的責任。
**92a) Remind the people you are probing that problems and mistakes are fuel for improvement.**They ought to understand that probing is good for them and everyone else. The main reason Bridgewater has improved at a much faster rate than most other companies over the past 30 years is that we seek out problems and find systematic ways of eliminating them. This approach has given us an unlimited supply of practical ways to improve.
**92a) 提醒你調查的員工，問題和錯誤是改進的動力。**他們應該理解，調查對他們自己和其他人而言都是一件好事。在過去的三十年間，橋水聯合基金比其他的大多數公司發展的都要快，原因就是我們一直在發現問題，并找尋系統性解決問題的方法。這種方法給了我們取之不盡的改進方法。
**... 93) Probe to the level below the people who work for you.** You can’t understand how the person who reports to you manages others unless you know their direct reports and can observe how they behave with them. Also encourage the people who work two levels below you to bring their disagreements with their bosses to you.
**... 93) 調查下兩級的員工。**如果你不了解你的下屬手下的人的工作狀況以及他們之間的互動情況，那你也無法了解你的下屬。此外，鼓勵低于你兩級之下的員工直接向你匯報他們與上司之間的不同意見。
**... 94) Remember that few people see themselves objectively, so it’s important to welcome probing and to probe others.**
**... 94) 記住，只有極少人能夠客觀看待自己。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.** If problems take you by surprise, it is probably because you are either too far removed from your people and processes or you haven’t adequately thought through how the people and processes might lead to various outcomes.
**... 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。**如果問題的出現使你措手不及，可能是因為你對自己的團隊和工作流程參與不夠，或者你對于團隊和工作流程可能出現的結果了解不夠深入。
**95a) When a crisis appears to be brewing, contact should be so close that it’s extremely unlikely that there will be any surprises.**
**95a) 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，不可能在其發生之時有任何驚訝。**
**95b) Investigate and let people know you are going to investigate so there are no surprises and they don’t take it personally.**
**95b) 調查情況的時候要告訴被調查的人，不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.** If you see something wrong, even something small,deal with it. Because 1) small badnesses can be symptomatic of serious underlying problems; 2) resolving small differences of perception may prevent more serious divergences of views; and 3) in trying to help to train people, constant reinforcement of desired behavior is helpful. The more battles you fight, the more opportunities you will have to get to know each other and the faster the evolutionary process will occur.
**... 96) 不要挑肥揀瘦，要解決所有問題。**如果你發現了問題，不論是多小的問題，也要立即處理。因為1）小問題可能只是深層嚴重問題的一個表現；2）應對觀點上的小不同可以防止出現觀點上的重大差異；3）在試圖培訓員工時，持續鞏固期望行為有效甚好。打的仗越多，你了解彼此的機會就越多，工作流程成長的速度也會越快。
**... 97) Don’t let people off the hook.** Ask the important, difficult questions, and independently audit.
**... 97) 不要讓人逃避責任。**要問重要的、難以回答的問題，并展開獨立審計。
**... 98) Don’t assume that people’s answers are correct.** They could be erroneous theories or “spin,” so you need to occasionally double check them, especially when they sound questionable. Some managers are reluctant to do this, feeling as though it is the equivalent of saying they don’t trust them. These managers need to understand and convey that trust in the accuracy of people’s statements is gained or lost through this process. People will learn to be much more accurate in what they say to you if they understand this—and increasingly, you will learn who and what you can rely on.
**... 98) 不要想當然認為人們的答案都是正確的。** 人們提供的答案很可能只是錯誤百出的理論或自己的困惑。有時，你需要再次確認這些答案，尤其是當它們本身聽起來就很可疑的時候。有些管理者不愿這樣做，覺得這樣做無異于說自己不信任他們。這些管理者需要認識到，通過這一做法，你可以判斷決定對人們說法的準確性是信任或是不信任。如果你的員工認識到這一點，他們就會在跟你說話時更準確表達自己，你也會越來越明確哪些人或事值得信任。
**... 99) Make the probing transparent rather than private.** That will help to assure the quality of the probing (because others can make their own assessments) , and it will reinforce the culture of transparency and freedom to find truth.
**... 99) 將調查透明化，不要私下進行。**這將有助于保證調查的質量，因為其他人都可以做自己的評估，這樣做也能進一步鞏固公司極度透明和自由探索真相的文化氛圍。
**
... 100) Evaluate People Accurately, Not “Kindly”
... 100) 準確地，而不是善意地評估員工。**
So…
因此：
**... 101) Make accurate assessments.** Since truth is the foundation of excellence and people are your most important resource, make the most precise personnel evaluations possible. This accuracy takes time and considerable back-and-forth. Your assessment of how responsible parties are performing should be based not on whether they’re doing it your way but on whether they’re doing it in a good way. Speak frankly, listen with an open mind, consider the views of other believable and honest people, and try to get in synch about what’s going on with the person and why. Remember not to be overconfident in your assessments as it’s possible you are wrong.
**... 101) 進行準確評估。** 真相是優秀的基礎，人才是最重要的資源。因此，請對員工進行最為精確的評估吧。精確評估需要花費時間，反復進行。關于負責人工作情況的評估不應該基于其是否按照你的方式在工作，而應基于其是否按照正確的方式工作。坦白地交流，洗耳恭聽，聽取其他誠實可信人的看法，對于被評估對象的情況及相應原因爭取達成一致。同時，切忌對評估過于自信，你的評估也會出錯。
**101a) 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.**
**101a) 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相關的評估和溝通整理清楚。**
**101b) Maintain “baseball cards” and/or “believability matrixes” for your people.** Imagine if you had baseball cards that showed all the performance stats for your people: batting averages, home runs, errors, ERAs, win/loss records. You could see what they did well and poorly and call on the right people to play the right positions in a very transparent way. These would also simplify discussions about compensation, incentives, moving players up to first string, or cutting them from the team. You can and should keep such records of your people. Create your baseball cards to achieve your goals of conveying what the person is like. I use ratings, forced rankings, metrics, results, and credentials. Baseball cards can be passed to potential new managers as they consider candidates for assignments.
**101b) 為員工建立“棒球記錄卡”以及“可信度圖表”。**試想一下，如果你為員工建立棒球記錄卡，上面顯示他們所有的工作表現數據，包括擊球率、全壘打、失誤、防御率，以及所有的勝負記錄。你就可以直觀看到他們的強項和弱項，以一種公開透明的方式來將每個人安排到他們的位置上。這樣做也能簡化很多討論，包括薪酬獎勵，決定是否將某位隊員安排進第一陣容，或者將他們開除出隊。你能夠、也應該為你的員工建立這樣的記錄檔案。建立棒球記錄卡，展現每個員工的情況。我會參考記錄卡上的數據進行評級、排位、建表、得出結果、總結資歷。棒球記錄卡可以轉交給有潛力的新管理者，他們是安排工作的候選人。
**... 102) Evaluate employees with the same rigor as you evaluate job candidates.** Ask yourself: “Would I hire this person knowing what I now know about them?” I find it odd and silly that interviewers often freely and confidently criticize job candidates despite not knowing them well, yet they won’t criticize employees for similar weaknesses even though they have more evidence. That is because some people view criticism as harmful and feel less protective of an outsider than they do of a fellow employee. If you believe accuracy is best for everyone, then you should see why this is a mistake and why frank evaluations must be ongoing.
**... 102) 以同等的嚴厲程度來評價員工、雇傭新人。**問一下你自己：“基于現在對該人的了解，你是否會雇傭此人？”面試官總是無所節制地任意批評應聘者，盡管他們還不那么了解該人。但是即便管理者更了解自己的員工，他們也不會因為同樣的問題來批評自己的員工。在我看來，這是非常愚蠢的。這是因為有些人將批評當成是有害的，對于自己的員工，他們更有保護意識，但是對外人就不是這樣。如果你能看到準確的評價能讓所有人受益，那么你就應該看出對員工和應聘者區別對待的問題所在，也應該了解時刻進行誠實評價的重要性。
**... 103) Know what makes your people tick, because people are your most important resource.** Develop a full profile of each person’s values, abilities, and skills. These qualities are the real drivers of behavior, and knowing them in detail will tell you which jobs a person can and cannot do well, which ones they should avoid, and how the person should be trained. I have often seen people struggling in a job and their manager trying for months to find the right response because the manager overlooked the person’s “package.”These profiles should change as the people change.
**... 103) 充分了解員工的特質，因為人才是最重要的資源。**建立一個完整的檔案，收錄每個人的價值觀、能力、技能。這些特質是行為背后的真正動力，充分了解這些特質能夠幫你判斷某人適合或不適合做某事，應該避免做某事，應該如何被培訓。我時常看到有人在自己的崗位上做的不順心，他們的管理者花了數月的時間才找到對策。因為管理者忽視了該人的打包檔案，這些檔案應該隨著人的改變而即使更新。
**... 104) Recognize that while most people prefer compliments over criticisms, there is nothing more valuable than accurate criticisms.** While it is important to be clear about what people are doing well, there should not be a reluctance to profile people in a way that describes their weaknesses. It is vital that you be accurate.
**... 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。**了解員工哪些工作做得好非常重要，同時我們更應該建立一個記錄員工弱點的檔案，越準確越好。
**... 105) Make this discovery process open, evolutionary, and iterative.** Articulate your theory of a person’s values, abilities, and skills upfront and share this with him; listen to his and others’ response to your description; organize a plan for training and testing; and reassess your theory based on the performance you observe. Do this on an ongoing basis. After several months of discussions and real-world tests, you and he should have a pretty good idea of what he is like. Over time this exercise will crystallize suitable roles and appropriate training, or it will reveal that it’s time for the person to leave Bridgewater.
**... 105) 將這一發現過程公開，循環往復，促其演變。**直接表達出你關于一個人的價值觀、能力、技能的理論，聽取記錄對象或他人關于這些理論的看法，組織培訓與測試計劃，最后根據你觀察到的員工表現來重新衡量你的理論。這一過程要持續進行，經過數月的討論和實戰演練，此時你與記錄對象應該對于他的個人情況有了較好的認識。隨著時間的推移，這一過程能夠得出清楚的結論，認定某事適合什么樣的崗位，什么樣的培訓。否則，調查過程將揭露此人應該離開橋水聯合基金了。
**...106) Provide constant, clear, and honest feedback, and encourage discussion of this feedback.** Don’t hesitate to be both critical and complimentary—and be sure to be open-minded. Training and assessing will be better if you frequently explain your observations. Providing this feedback constantly is the most effective way to train.
**...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。**堅持批評與表揚相結合，堅持開放性思維。如果你能頻繁地對自己的觀察做出解釋，那么此時的培訓和評估將更有意義。而頻繁提供反饋正是最有效的培訓方式。
> Child psychologists, dog trainers, and other behavior modification specialists will tell you that constant, no-exception feedback is fundamental to good training.
> 兒童心理學家、訓狗師以及其他行為矯正方面的專家會告訴你，堅持持續進行反饋對于訓練行為至關重要。
**106a) Put your compliments and criticisms into perspective.** I find that many people tend to blow evaluations out of proportion, so it helps to clarify that the weakness or mistake under discussion is not indicative of your total evaluation. Example: One day I told one of the new research people what a good job I thought he was doing and how strong his thinking was. It was a very positive initial evaluation. A few days later I heard him chatting away for hours about stuff that wasn’t related to work, so I spoke to him about the cost to his and our development if he regularly wasted time. Afterward I learned he took away from that encounter the idea that I thought he was doing a horrible job and that he was on the brink of being fired. But my comment about his need for focus had nothing to do with my overall evaluation of him. If I had explained myself when we sat down that second time, he could have better put my comments in perspective.
**106a) 正確對待表揚與批評。我發現很多人會對評估的作用夸大其詞，對此，我需要說明的是，有時我會討論你的缺點或錯誤，但是這并不是我對你的整體評價。**例如，有一天，我對一名新研究員說，你的工作做的很好，思維能力很強，我對他做出了正面的初始評價。幾天后，我又聽到他聊一件與工作無關的事，足足閑聊了幾個鐘頭。于是，我找他談話，告訴他如果他經常浪費時間的話，會給自己和我們的工作造成不良影響。此后，我得知，那次談話之后，他覺得我認為他的工作干的很差勁，自己離炒魷魚已經不遠了。但實際上，我對于他應該更專注工作的評價與我對他的整體評估無關。如果我在第二次和他坐下來談話的時候就表達了這一點，那么他就能夠更正確地對待我對他的評價了。
**106b) Remember that convincing people of their strengths is generally much easier than convincing them of their weaknesses.** People don’t like to face their weaknesses. At Bridgewater, because we always seek excellence, more time is spent discussing weaknesses. Similarly, problems require more time than things that are going well. Problems must be figured out and worked on, while things that are running smoothly require less attention. So we spend a lot of time focusing on people’s weaknesses and problems. This is great because we focus on improving, not celebrating how great we are, which is in fact how we get to be great. For people who don’t understand this fact, the environment can be difficult. It’s therefore important to 1) clarify and draw attention to people’s strengths and what’s being done well; and2) constantly remind them of the healthy motive behind this process of exploring weaknesses. Aim for complete accuracy in your assessments. Don’t feel you have to find an equal number of “good and bad” qualities in a person. Just describe the person or the circumstances as accurately as possible, celebrating what is good and noting what is bad.
**106b) 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。**人們不愿直面自己的弱點。在橋水聯合基金，我們總是追求卓越，因此我們會投入很多的時間來討論弱點。與此相同，困難重重的工作要比順利完成的工作花費更多的時間。我們必須找到問題，分析解決問題。而順利進行的事情則不需要那么多關注。因此，我們投入非常多時間關注員工的弱點和問題。這樣做效果甚好，因為我們不去歡呼自己有多么優秀，而是聚焦提升，這才是我們變得優秀的方式。對于那些無法理解此事的人而言，這種環境可能會難以忍受。因此，我們需要1）關注并弄清員工的長處和強項；2）不停提醒他們尋找弱點背后的積極動力，爭取進行最準確的評估。不要覺得自己非要找到某個人同樣數量的優點和缺點。你只需要盡可能準確的描述某人或某個環境，稱贊積極因素，記下消極因素。
**106c) Encourage objective reflection**—lots and lots of it.
**106c) 鼓勵客觀的反思**—數不甚數。
**106d) Employee reviews:** While feedback should be constant, reviews are periodic. The purpose of a review is to review the employee's performance and to state what the person is like as it pertains to their doing their job.
**106d) 員工評估報告:** 反饋是持續進行的，而評估報告是周期性的。評估報告的目的是回顧員工的工作表現，展示員工在工作狀態時的個人情況。
A job review should have little surprises in it—this is because throughout the year, if you can’t make sense of how the person is doing their job or if you think it’s being done badly, you should probe them to seek understanding of root causes of their performance. Because it is very difficult for people to identify their own weaknesses, they need the appropriate probing (not nitpicking) of specific cases by others to get at the truth of what they are like and how they are fitting into their jobs.
工作評估報告中的內容應該不會有任何出人意料的表述，因為在全年的管理過程中，如果你不知道一個員工的工作狀態，或者你知道他的工作任務完成的很糟糕，那么你就應該調查他們以求理解這些不理想的工作表現背后的深層原因。讓人認識到自己的弱點是很難的，因此，你還需要其他人針對一些特定案例的調查（不是雞蛋里挑骨頭），以便獲得關于員工素質的真實情況和其稱職情況。
From examining these specific cases and getting in synch about them, agreed-upon patterns will emerge. As successes and failures will occur in everyone (every batter strikes out a lot) , in reviewing someone the goal is see the patterns and to understand the whole picture rather than to assume that one or a few failures or successes is representative of the person. You have to understand the person’s modus operandi and that to be successful, they can’t be successful in all ways—e.g., to be meticulous they might not be able to be fast (and vice versa) . Steve Jobs has been criticized as being autocratic and impersonal, but his modus operandi might require him being that way, so the real choice in assessing his fit for his job is to have him the way he is or not at all: that assessment must be made in the review, not just a theoretical assessment that he should do what he is doing and be less autocratic.
通過審查這些特定案例，爭取達成一致意見，你將會看到出現一些重復模式的出現。每個人都會有成敗，就像每一個擊球手都有過很多三擊未中出局的情況一樣。在評估某人時，我們要看到模式，看到大局，而不要認為一兩次的成敗就足夠定義某個人。你需要了解一個人的處事之道，知道如果要成功，他們不可能擅長所有的領域。一個謹慎的人，可能就沒有那么敏捷，反之亦然。喬布斯被人批評為一個專制且沒有人情味的人，但是可能正是他的處事之道要求他那么做，那么衡量某人是否適合某項工作時，要么完全按照他的方法來，要么就換一個人來做。評估報告中就應該含有這種評估，而不是一些所謂理論上的評估，認為喬布斯應該再接再厲，但不要過于獨裁。
In some cases it won’t take long to see what a person is like—e.g., it doesn’t take long to hear if a person can sing. In other cases it takes a significant number of samples and time to reflect on them. Over time and with a large sample size you should be able to see what people are like, and their track records (i.e., the level and the steepness up or down in the trajectories that they are responsible for, rather than the wiggles in these) paint a very clear picture of what you can expect from them.
在某些情況下，了解一個人并不需要太久，比如你在很短的時間內就能判斷一個人是不是能唱歌。而在另一些情況下，需要大量的樣本和時間才能反映一個人的情況。時間越久，樣本容量越大，你越能看清楚一個人的情況及他的過往業績（比如，某人負責的業績軌跡所在的區間，是上升還是下降，幅度怎樣，而不只是一些來回的波動），越能清楚了解你期待從他們身上獲得什么結果。
If there are performance problems, it is either because of design problems (e.g., the person has too many responsibilities) or fit/abilities problems. If the problems are due to the person’s inabilities, these inabilities are either because of the person’s innate weaknesses in doing that job (e.g., with a height of 5-foot-2, the person probably shouldn’t be a center on the basketball team) or because of inadequate training to do the job. A good review, and getting in synch throughout the year, should get at these things.
如果工作業績出現問題，原因要么是工作安排不合理，比如說一個人要負責的事情太多；要么是負責該項工作的人不能勝任該工作。如果問題出在員工能力欠缺上，有可能說明此人先天的弱點使其不適合此崗位，比如，某個身高5.2英尺（約合1.58米）的人就不適合做一個籃球中鋒。也有可能說明此人上崗培訓做的不夠。一份成功的報告，以及全年的意見討論，是能夠應對這些問題的。
The goal of a review is to be clear about what the person can and can’t be trusted to do based on what the person is like. From there, “what to do about it” (i.e., how these qualities fit into the job requirement) can be determined.
評估報告的最終目的是根據評估對象的特質來判斷此人是否能夠被信任做某事。基于此，決定下一步該做什么，即這些特質如何能夠被利用到工作崗位中。
**... 107) Understand that you and the people you manage will go through a process of personal evolution.** Personal evolution occurs first by identifying your strengths and weaknesses, and then by changing your weaknesses (e.g., through training) or changing jobs to play to strengths and preferences. This process, while generally difficult for both managers and their subordinates, has made people happier and Bridgewater more successful. Remember that most people are happiest when they are improving and doing things that help them advance most rapidly, so learning your people’s weaknesses is just as valuable for them and for you as learning their strengths.
**... 107) 你以及你管理的人都會經歷個人成長的過程。**要實現個人成長，首先需要認清個人的優缺點，然后改變缺點（可以通過培訓來實現），或者換一份能夠發揮自己長處和迎合個人喜好的工作。一般而言這一過程會讓管理者和被管理者都不太容易接受，卻能使人更開心，使橋水基金更成功。記住，當人們取得進步，或做一些使他們快速成長的事情時是最快樂的。因此，了解員工的弱點與了解他們的長處一樣寶貴，對你或對員工自己而言都是這樣。
**... 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。**
Your career path isn’t planned because the evolutionary process is about discovering your likes and dislikes as well as your strengths and weaknesses. The best career path for anyone is based on this information. In other words, each person’s career direction will evolve differently based on what we all learn. This process occurs by putting people into jobs that they are likely to succeed at, but that they have to stretch themselves to do well. They should be given enough freedom to learn and think for themselves while being coached so they can be taught and prevented from making unacceptable mistakes.
無法確定職業道路，是因為成長過程即發現自己的喜好和優缺點，基于以上信息的職業規劃才是最合適每個人的。也就是說，每個人的職業方向會隨著不斷學習進行不同的演變。將人們安排到最可能做出成績，但也必須通過努力才能做好的崗位，這樣才能實現成長過程。員工應該擁有自我學習和思考的自由，同時需要獲得輔導、經驗傳授，防止以后犯大錯。
During this process they should receive constant feedback. They should reflect on whether their problems can be resolved by additional learning or stem from innate qualities that can’t be changed. Typically it takes six to 12 months to get to know a person in a by-and-large sort of way and about 18 months to change behavior (depending on the job and the person) . During this time there should be periodic mini- reviews and several major ones. Following each of these assessments, new assignments should be made to continue to train and test them. They should be tailored to what was learned about the person’s likes and dislikes and strengths and weaknesses. This is an iterative process in which these cumulative experiences of training, testing, and adjusting direct the person to ever more suitable roles and responsibilities. It benefits the individual by providing better self-understanding and greater familiarity with various jobs at Bridgewater. This is typically both a challenging and rewarding process. When it results in a parting of ways, it’s usually because people find they cannot be excellent and happy in any job at Bridgewater or they refuse to go through this process.
在這一過程中，員工應該收到持續的反饋。他們需要進行反思，思考自己的問題是通過額外學習能夠彌補的，還是由無法改變的先天性格所致。一般情況下，需要6到12個月來了解一個人某方面的情況，需要大約18個月來改變習慣，具體時間因人因崗而異。在此期間，應該進行周期性的簡單評估報告和若干全面評估報告。評估之后，應該安排新的任務進行培訓和測試。新的任務應該根據員工的已知喜好和優缺點量身定做。這是一個循環往復的過程，不斷積累培訓、測試、調整的經驗，以期將員工安排到最合適的崗位職責上。對員工而言，成長過程能夠幫助其更好認識自己，熟悉橋水基金的各個崗位。這一過程充滿挑戰卻回報豐厚。如若不然，一般都是因為有些人認為他們在橋水基金無法勝任任何一個職位，也不會做的開心，或者他們自己拒絕開始接受進行這一流程。
**... 109) Remember that the only purpose of looking at what people did is to learn what they are like.** Knowing what they are like will tell you how you can expect them to handle their responsibilities in the future. Intent matters, and the same actions can stem from different causes.
**... 109) 要記住，了解員工的過去是為了了解他們的特質。**了解員工特性能夠幫助你預測該員工在未來的工作表現。在這方面，了解動機很重要，同樣的行為可能源自不同的原因。
**109a) Look at patterns of behaviors and don’t read too much into any one event.** Since there is no such thing as perfection, even excellent managers, companies, and decisions will have problems. It’s easy, though often not worth much, to identify and dwell on tiny mistakes. In fact, this can be a problem if you get bogged down pinpointing and analyzing an infinite number of imperfections. At the same time, minor mistakes can sometimes be manifestations of serious root causes that could cause major mistakes down the road, so they can be quite valuable to diagnose. When assessing mistakes it is important to 1) ask whether these mistakes are manifestations of something serious or unimportant and 2) reflect on the frequency of them. An excellent decision-maker and a bad decision-maker will both make mistakes. The difference is what causes them to make mistakes and the frequency of their mistakes.
**109a) 關注行為模式，但不要過分解讀任何單一事件。世上沒有完美之事，即便是最優秀的管理者、公司或決策也會有自己的問題。**找到并分析小錯誤很容易，但卻意義不大。實際上，如果你深陷對無數不完美現象的分析之中，這本身就會是個問題。與此同時，有些小問題卻是某些嚴重根源問題的表現，這些深層次的問題可能在未來引發重大問題，如果能診斷出這種小問題，也是意義重大。在檢測錯誤時，應該1）問一下該問題是不是嚴重問題的表現，或者根本不重要；2）反思問題出現的頻率。優秀的決策者和糟糕的決策者都會犯錯，區別在于犯錯的原因和頻率。
There is also a difference between “I believe you made a bad decision” and “I believe you are a bad decision-maker,” which can be ascertained only by seeing the pattern. Any one event has many different possible explanations, whereas a pattern of behavior can tell you a lot about root causes. There are many qualities that make up a person. To understand each requires 1) a reliable sample size and 2) getting in synch (i.e., asking the person why and giving feedback) . Some qualities don’t require a large sample size—e.g., it takes only one data point to know if a person can sing—and others take multiple observations (five to 10) . The number of observations needed to detect a pattern largely depends on how well you get in synch after each observation. A quality discussion of how and why a person behaved a certain way should help you quickly understand the larger picture.
“我認為你做了一個糟糕的決定”和“我認為你是一個糟糕的決策者”其中的差別只有通過觀察犯錯模式才能得出。任何一個單一事件都可能有多個解釋，而行為模式更能揭示深層次的原因。一個人有很多特質，要了解這些特質，你需要1）一個可靠的樣本容量；2）爭取達成意見一致。比如，向犯錯人問為什么，然后給予反饋。了解某些特質不需要一個很大的樣本容量，比如，只需要一個數據點就可以判斷某個人是否會唱歌。其他的一些特質卻需要進行多次觀察，一般是5到10次。分析模式所需的觀察次數很大程度上取決于每次觀察之后你們達成一致的程度。如果能夠開展富有成效的討論，了解某人的行為方式與原因，那么就能更快的了解整體情況。
**109b) Don’t believe that being good or bad at some things means that the person is good or bad at everything.** Realize that all people have strengths and weaknesses.
**109b) 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）。**要知道，每個人都有他的強項與弱項。
**...110) If someone is doing their job poorly, consider whether this is due to inadequate learning (i.e., training/experience) or inadequate ability.** A weakness due to a lack of experience or training or due to inadequate time can be fixed. A lack of inherent ability cannot. Failing to distinguish between these causes is a common mistake among managers, because managers are often reluctant to appear unkind or judgmental by saying someone lacks ability. They also know people assessed this way tend to push back hard against accepting a permanent weakness. Managers need to get beyond this reluctance. In our diagram of thinking through the machine that will produce outcomes, think about…
**...110) 如果某人工作做的很差勁，思考這是因為缺少學習（培訓或相關經驗）還是因為缺少能力。**由于缺少經驗、培訓或時間而導致的弱點是能夠被修補的，而天資能力的欠缺卻無法彌補。管理者無法辨別二者之間的差別是一個常見的錯誤，因為管理者總是不愿意苛刻地認定某人能力欠缺。他們同樣知道，如果這樣去評價，被評價的對象往往會努力反擊，拒絕承認自己有永久性缺陷。但是，管理者應該克服這種不情愿情緒。在下列圖表中，思考一下機制所能創造的結果：
**... 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。**
**111a) Get in synch in a non-hierarchical way regarding assessments.** The greatest single discrepancy between a manager and a managee is how well each performs his job. In most organizations, evaluations run in only one direction, with the manager assessing the managee. The managee typically disagrees with the assessment, especially if it is worse than the employee’s self-assessment, because most people believe themselves to be better than they really are. Managees also have opinions of managers that in most companies they wouldn’t dare bring up, so misunderstandings and resentments fester. This perverse behavior undermines the effectiveness of the environment and the relationships between people. It can be avoided by getting in synch in a high-quality way.
**111a) 針對評估爭取意見一致時，要以非等級的方式來進行。**管理者與被管理者之間最大的不同在于他們的工作能力差異。大多數公司只開展單向的評估，即管理者評估被管理者。通常情況下，管理者們都不會同意評估的結論，尤其是當結論要比自己的自我評定差時，大多數人的自我感覺都要比其真實情況更良好。而在大多數公司，被管理者即便對管理者有意見，也不敢提出來。于是，誤解和埋怨開始滋生。這種不合常理的行為損害了工作環境及員工關系，但卻可以通過有效爭取意見一致來避免。
**111b) Learn about your people and have them learn about you with very frank conversations about mistakes and their root causes.** You need to be clear in conveying your assessments and be open-minded in listening to people’s replies. This is so they can understand your thinking and you can open-mindedly consider their perspectives. So together you can work on setting their training and career paths. Recognizing and communicating people’s weakness is one of the most difficult things managers have to do. Good managers recognize that while it is difficult in the short term, it actually makes things easier in the long term, because the costs of having people in jobs where they can’t excel are huge. Most managers at other companies dodge being as open with assessments as we insist on; more typically, managers elsewhere tend to be less frank in conveying their views, which is neither fair nor effective.
**111b) 通過開展坦誠對話，討論錯誤以及犯錯的根源，來了解彼此。在說明自己的評估時，要清楚明確，在傾聽別人的回答時，要沒有成見。只有這樣，你才能整理自己的思路，以開放的態度考慮別人的觀點。**然后，你與被評估對象一起制定培養計劃和職業道路。了解員工的弱點并對弱點進行溝通是管理者最難做的工作之一。優秀的管理者能夠認識到，從短期來看，討論弱點是很艱難的，但是從長遠意義上來講卻能讓事情發展的更順利。如果將員工安排到他無法勝任的崗位上，代價是十分巨大的。大多數公司的管理者們都不像我們這樣堅持對評估持開放態度，而且他們的管理者們不像我們這樣坦誠地表達看法，但是他們這種做法既不公平又低效。
**... 112) Help people through the pain that comes with exploring their weaknesses.** Emotions tend to heat up during most disagreements, especially about someone’s possible weaknesses. Speak in a calm, slow, and analytical manner to facilitate communication. If you are calm and open to others’ views, they are less likely to shut down logical exchanges than if you behave emotionally. Put things in perspective by reminding them that their pain is the pain that comes with learning and personal evolution—they’re going to be in a much better place by getting to truth. Consider asking them to go away and reflect when they are calm, and have a follow-up conversation in a few days.
**... 112) 幫助人們渡過發現缺點的陣痛期。**人們在意見分歧時，通常會情緒激動，當討論自己的缺點時，尤其是這樣。此時，你需要緩慢冷靜地作分析，促進有效溝通。如果你對別人的觀點保持冷靜、開放的態度，要比你表現的情緒化更能促進富有邏輯的交流。讓他們正確看待評估，提醒他們，現在的痛苦是伴隨著學習與個人成長的痛苦。了解真相之后，他們能夠成為更好的自己。讓他們冷靜之后再做反思，幾天之后再進行一次跟蹤交流。
**... 113) Recognize that when you are really in synch with people about weaknesses, whether yours or theirs, they are probably true.** Getting to this point is a great achievement.When you reach an agreement, it’s a good sign you’re there. This is one of the main reasons why the person being evaluated needs to be an equal participant in the process of finding truth. So when you do agree, write it down on the relevant baseball card. This information will be a critical building block for future success.
**... 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。**如果能到達這一階段，已經很不容易了。當你們達成一致時，就是成功的積極信號了。這也是為什么評估對象要同等參與到探索真相的過程當中來。將達成一致的事項標注在棒球記錄卡上，作為構建未來成功的一個關鍵模塊。
**... 114) Remember that you don’t need to get to the point of “beyond a shadow of a doubt” when judging people.** Instead, work toward developing a mutually agreed “by-and-large” understanding of someone that has a high level of confidence behind it. When necessary, take the time to enrich this understanding. That said, you should not aim for perfect understanding. Perfect understanding isn’t possible, and trying to get it will waste time and stall progress.
**... 114) 記住，在評價員工時，并不需要達到“不含一絲質疑”的程度。**與此相反，應該努力促成雙方大體上達成一致的、信心程度較高的理解。在必要時，慢慢豐富這一理解。也就是說，你不需要完美地了解某人，也并不存在這種完美的了解，盲目追求只會浪費時間，拖慢進度。
**... 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.** You should be able to roughly assess someone’s abilities after six to 12 months of close contact and numerous tests and getting in synch about them. A more confident assessment so that you can make a more confident role assignment will probably take about 18 months. This timeline will of course depend on the job, the person, the amount of contact with that person, and how well you do it. As I explain in the section on design, the ratio of senior managers to junior managers as well as the ratio of managers to the number of people who work two levels below them should be small enough to ensure quality communication and mutual understanding. Generally, that ratio should not be more than 1:10, preferably more like 1:5\.
**... 115) 要知道，你是能夠了解一個人的大部分特質的，也能夠判斷他們在第一年來時是否能夠勝任工作。**經過6到12個月的密切接觸，進行無數測試，不斷討論意見，你應該能夠大概評估出某人的能力。如果想要獲得一個更準確的評估，并據此來進行更為合理的工作安排，那么評估時間可能需要18個月。具體的時間受到工作崗位、評估對象、接觸程度、評估水平的影響。我在機構設置部分已經提到，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小到足以確保高質量溝通與相互理解。一般而言，此人數比例應該保持在1:10以下，最好是1:5。
**... 116) Continue assessing people throughout their time at Bridgewater**. You will get to know them better, it will help you train and direct them, and you won’t be stuck with an obsolete picture. Most importantly, assess what your people’s core values and abilities are and make sure they complement Bridgewater’s. Since core values and abilities are more permanent than skills, they are more important to ascertain, especially at Bridgewater. As mentioned, you should be able to roughly assess people’s abilities after six to 12 months of close contact and confidently assess them after 18 months.Don’t rest with that evaluation, however. Always ask yourself if you would have hired them for that job knowing what you now know. If not, get them out of the job.
**... 116) 在員工在橋水聯合基金工作期間，持續對員工進行評估**。隨著你對員工越來越了解，你就能更好地培訓他們，領導他們，而不會被成見遮蔽雙眼。最重要的是，你要評估員工的核心價值觀和能力是否符合橋水基金的企業文化。如前所述，你應該能夠通過6到12個月密切接觸，完成對員工能力的基本評估，18月內能夠對他們進行較為有信心的全面評估。但請不要止步于該評估。要不停地問自己，如果你提前了解了他們現在的情況，還會雇傭他們嗎？如果答案是否定的，就不要讓他們再繼續現在的工作了吧。
**
... 100) 117) Train and Test People Through Experiences
... 100) 117) 通過實戰經驗來培訓、測試員工。**
So…
因此：
**... 118) Understand that training is really guiding the process of personal evolution.** It requires the trainee to be open-minded, to suspend ego in order to find out what he is doing well and poorly, and to decide what to do about it. It also requires the trainer to be open- minded (and to do the other things previously mentioned) . It would be best if at least two believable trainers work with each trainee in order to triangulate views about what the trainee is like. As previously explained, the training should be through shared experiences like that of a ski instructor skiing with his student—i.e., it should be an apprentice relationship.
**... 118) 要知道，培訓對個人成長過程起著指引作用。**培訓對象需要開放思維，將自我暫且放到一邊，了解自己擅長和不擅長的領域，決定下一步該如何做。當然，培訓師也需要開放思想（還需按此前所述開展工作）。最佳狀態是有至少兩名可靠的培訓師聯合培養一名培訓生，在討論培訓生情況時可形成三角狀態。如前所述，培訓需要通過共同經驗來完成，就像滑雪教練與學員一起滑雪一樣，培訓師與培訓生應該是師徒關系。
**... 119) Know that experience creates internalization.** A huge difference exists between memory-based “book” learning and hands-on, internalized learning. A medical student who has “learned” to perform an operation in his medical school class has not learned it in the same way as a doctor who has already conducted several operations. In the first case, the learning is stored in the conscious mind, and the medical student draws on his memory bank to remember what he has learned. In the second case, what the doctor has learned through hands-on experience is stored in the subconscious mind and pops up without his consciously recalling it from the memory bank. People who excel at book learning tend to call up from memory what they have learned in order to follow stored instructions. Others who are better at internalized learning use the thoughts that flow from their subconscious. The experienced skier doesn’t recite instructions on how to ski and then execute them; rather, he does it well “without thinking,” in the same way he breathes without thinking. Understanding these differences is essential.Remember that experience creates internalization. Doing things repeatedly leads to internalization, which produces a quality of understanding that is generally vastly superior to intellectualized learning.
**... 119) 經驗能夠內化知識。**基于記憶的書本學習與動手操作的內化學習之間差異顯著。醫學院的學生在學校課堂上學習做手術的方法和那些已經做過數次手術的醫生的學習方法是不同的。前一種情況中的學習是存儲于有意識的大腦之中的，醫學院的學生通過記憶庫來回想自己所學的知識；而后者醫生通過實踐經驗學得的知識是存儲于潛意識之中的，不需要有意識地從記憶庫中獲取就能下意識出現。那些書本知識學得好的人通過喚醒記憶中的知識來按照所存儲的指令行事；那些善于內化學習的人則會利用自己的潛意識思維行事。滑雪老手不用一邊背誦滑雪須知一邊滑雪，他們不需要思考就能滑得很好，就像呼吸本不需要思考一樣。理解兩種學習模式之間的差異是非常重要的。要記住，經驗能夠內化，重復做某事能夠內化知識，通過這種方式獲得的知識理解往往要比理智化的學習過程質量更高。
> I believe that school overrates the importance of intellectualized learning. People who were terrific in school and very good at this type of learning tend to overvalue it, or at least fail to distinguish it from the experiential/internalized kind of learning. This lack of differentiation can become a great peril later in life. Many people who have had great academic success need to be mindful of this challenge, especially if their success has been in the “sciences,” such as math and engineering. I also believe this is why hands-on experience is particularly valuable for these types of people.
> 我認為學校過分推崇理智化的學習方式了。那些在學校表現優秀，擅長該學習方式的人總是過分重視理智化學習，或者至少沒有看到理智化與經驗/內化學習之間的差別。這種不加區分的理解有可能會為日后的人生埋下危機的種子。學校成績優異的人要格外留意這些情況，理科成績好的人，比如擅長數學或工程學的人，尤其是這樣。這也是為什么我認為實踐經驗對于這些類型的人而言尤為重要。
**... 120) Provide constant feedback to put the learning in perspective.** Most training comes from doing and getting in synch about performance. Feedback should include reviews of what is succeeding and what is not in proportion to the actual situation rather than in an attempt to balance compliments and criticisms. You are a manager, and you want your machine to function as intended. For it do so, employees must meet expectations, and only you can help them to understand where they are in relation to expectations. As strengths and weaknesses become clearer, responsibilities can be more appropriately tailored to make the machine work better and to facilitate personal evolution. The more intensely this is done, the more rapid the evolutionary process will be. So you must constantly get in synch about employee performance.
**... 120) 正確對待學習，頻繁提供反饋。**絕大多數的培訓都是針對工作表現的討論，旨在獲得一致意見。反饋所包含的評估報告應該根據實際情況記錄成敗，而不是有意試圖平衡贊美與批評。你是一個管理者，你樂意看到機制如設置好的那樣運轉。為此，員工必須達到預期，而你需要能夠幫助他們認識到他們與預期之間的關系。隨著員工的優缺點日漸明晰，為使機制工作的更順暢，并進一步促進個人成長，工作分配應該為個人量身定做。這個過程進行的越徹底，員工成長會越迅速。因此，你必須經常討論員工的工作表現，爭取達成一致意見。
**... 121) Remember that everything is a case study.** Think about what it is a case of and what principles apply.
**... 121) 要記住，每件事都是一個案例。**思考這個案子說明了什么，應該適用哪些原則。
**... 122) Teach your people to fish rather than give them fish.** It is a bad sign when you tell people what they should do because that behavior typically reflects micromanagement or inability on the part of the person being managed. Instead, you should be training and testing. So give people your thoughts on how they might approach their decisions or how and why you would operate in their shoes, but don’t dictate to them. Almost all that you will be doing is constantly getting in synch about how they are doing things and exploring why.
**... 122) 授人以魚不如授人以漁。**不要直接告訴你的員工該做什么，這是一個消極征兆，這種行為要么是典型的微觀管理，要么就顯示了被管理者的無能，你需要做的是培訓和測試。告訴員工你認為他們可以怎樣實現決策，或者如果你站在他們的立場上，會怎么處理這件事，為什么會這樣做。但是千萬不要命令他們做事，基本上你只需要頻繁地過問他們進展的如何，探究他們工作狀況背后的原因。
**... 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.** However, since the connections between cause and effect can be misunderstood, providing feedback for these people is essential to the learning process.
**... 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。**有時因為原因和結果之間的關系很容易讓人誤解，為犯錯的人提供反饋對于學習過程很重要。
**123a) When criticizing, try to make helpful suggestions.** Your goal is to help your people understand and improve, so your suggestions are important. Offering suggestions also helps those being criticized to understand that your goal is to help them and Bridgewater, not to hurt them.
**123a) 在批評時，要提一些有建設性的意見。**你的目的是幫助員工理解問題，提升自己，所以提建議是非常重要的。給那些受批評的人提建議也能讓他們更好的理解你幫助他們和橋水基金的意圖，批評不是為了中傷他人。
**123b) Learn from success as well as from failure.** Point out examples of jobs that are well done and the causes of success. This reinforces good behavior and creates role models for those who are learning.
**123b) 從成功中學習，也要從失敗中學習。**要對出色的工作表現提出表揚，并分析其原因。對良好品行進行強化，為學習者樹立榜樣。
**... 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.** When considering what failures you are willing to allow in order to promote learning through trial-and-error, weigh the potential damage of a mistake against the benefit of incremental learning. In defining what latitude I’m willing to give people, I say, “I’m willing to let you scratch or dent the car, but I won’t put you in a position where I think there’s a significant risk you could total it.”
**...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。**你需要允許一些失敗來促進嘗試錯誤方式的學習，判斷哪些錯誤是可以容忍的，要權衡該錯誤的潛在傷害及其給漸進式學習帶來的益處。在討論我對員工的犯錯容忍度時，我總是這樣表述，“我能允許你刮花或撞凹一輛車，但是我不會讓你身處可能撞壞整輛車的境地。”
**... 125) Recognize that behavior modification typically takes about 18 months of constant reinforcement.** The first step is intellectualizing the best way of doing things. If you’re out of shape you must understand that you are out of shape, you must want to get in shape, and you must understand the way to get in shape: “I want to be fit by eating well and exercising.” Then the intellect will fight with desires and emotions. With determination, the intellect will overcome the impediments to doing what’s necessary to achieve the goal, and the desired behavior will occur. After doing that consistently for 18 months, the new behavior will be internalized.
**... 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。**首先，要將最佳方案理智化。如果你身材走樣，你必須知道自己身材走樣了，你得想變得身材更好，了解塑身的方法。“我想要通過合理膳食和加強鍛煉來塑身。”之后，理智會與欲望和情感作斗爭。堅定意志，理智最終會沖破障礙，行動起來達成目標，那么預期行為就會出現。如此堅持18個月，新的行為模式就會被內化。
**... 126) Train people; don’t rehabilitate them.** Training is part of the plan to develop people’s skills and to help them evolve. Rehabilitation is the process of trying to create significant change in people’s values and/or abilities. Since values and abilities are difficult to change, rehabilitation typically takes too long and is too improbable to do at Bridgewater. If attempted, it is generally best directed by professionals over extended periods of time. People with inappropriate values and inadequate abilities to meet their job requirements have devastating impacts on the organization. They should be properly sorted (see the principles section on sorting) .
**...126) 培訓員工，而不是改造員工。**培訓作為培養員工技能計劃的一部分，旨在幫助他們成長。而改造則是試圖就員工的價值觀和能力進行重大調整。價值觀和能力是很難改變的，因此在橋水聯合基金，改造需要耗費的時間太長，也不太可能實現。如果的確要進行改造，最好是由專業人士來指導，需要另外延長期限來完成。如果安排那些價值觀和能力與職位要求不相適應的人來做某項工作，那么對公司將產生破壞性影響。因此，應對員工進行合理分類（參見關于分類的部分）。
**126a) 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.** Skills are readily testable, so they should be easy to determine. Knowing them is less important than knowing people’s abilities. That makes picking people with the right skills relatively easy. Abilities, especially right-brained abilities, are more difficult to assess. When thinking about why someone is a poor performer, openly consider whether it is a problem with their abilities. Values are the toughest and take the longest to assess.
**126a) 常見錯誤:培訓和測試測表現糟糕的員工來察覺他們是否掌握所需技能而不去嘗試評估他們的能力。技能是很容易被測試的，所以技能應該很容易被判斷。知道人們的技能沒有知道人們的能力那么重要，這使得挑選有合適技能的人相對來說比較容易**。而能力，尤其是右腦思維能力，卻是很難評估的。當你思索為什么某人工作表現不佳時，不妨考慮一下他們是否能力欠缺。價值觀是最難評估的，也需要花費最長的時間評估。
**... 127) After you decide “what’s true” (i.e., after you figure out what your people are like) , think carefully about “what to do about it.”As mentioned before, it’s important to separate thinking about “what’s true” and thinking about “what to do about it.”** Figuring out what’s true takes time—often several months filled with a large sample size. Figuring out what to do about it (i.e., designing) is much faster—typically hours or days—but it isn’t instantaneous. Too often people either jump to decisions or don’t make them.
**... 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。**如前所述，應該將“真實情況是怎樣”與“下一步該怎么做”區分開，這十分重要。找到真相需要時間，通常需要幾個月的時間，以及一個較大的樣本容量。而分析下一步該做什么，也就是進行分工設置，需要的時間卻短得多，大概需要幾個小時或幾天就足夠了，但這并不是一蹴而就的。人們往往草率決定或者根本不做決定。
**
... 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，或將其解除雇傭**
So…
因此：
**... 129) When you find that someone is not a good “click” for a job, get them out of it ASAP.** If you are expecting/wishing people to be much better in the near future than they have been in the past, you are making a serious mistake—instead, sort the people. People who repeatedly operated in a certain way probably will continue to operate that way because that behavior reflects what they’re like. Since people generally change slowly (at best) , you should expect slow improvement (at best) , so instead of hoping for improvement, you need to sort the people or change the design to supplement them. Since changing the design to accommodate people’s weaknesses is generally a bad idea, it is generally better to sort the people.
**... 129) 一旦發現某人不能勝任工作，盡快將其調離該職位。**如果你期望某人能夠在不遠的將來比過去做得好很多，多半是癡心妄想。與此相反，請篩選員工。以某種方式重復性做事的人在將來也會持續以這種方式來做事，因為人的行為反應了他們的偏好。因為人們一般發生改變的速度很慢（如果能發生改變的話），因此你也只能期待有緩慢的進步（如果能有進步的話）。與其指望員工進步，不如將其進行篩選，或者改變分工設置來彌補他們的不足。為了彌補員工的不足而改變設置一般不是一個明智的做法，最好還是對員工進行篩選。
Sometimes good people “lose their boxes” because they can’t evolve into responsible parties soon enough. Either there is a problem with their qualities or it will take too long to train them well. Some of these people might be good at another position within Bridgewater. Remember that identifying failure and learning from it are part of the evolutionary process. Make sure you record the reasons on the relevant “baseball card” and think about what a good next step would be for that individual.
有時，如果無法快速成長為負責人，一些表現良好的員工也可能丟掉其崗位。這可能是因為他們能力欠缺，或者培訓他們所花的時間過長，這些人在橋水基金可能能夠勝任其他的工作。要記住，承認失敗，從中吸取經驗教訓是成長的必經之路。確保你在相關的棒球記錄卡上記下了問題的原因，再思考針對每個員工，下一步該做出什么決定。
**... 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.** Don’t collect people. Firing people is not a big deal—certainly nowhere near as big a deal as keeping badly performing people, because keeping a person in a job they are not suited for is terrible both for the person (because it prevents personal evolution) and our community (because we all bear the consequences and it erodes meritocracy) . Consider the enormous costs of not firing someone unsuited for a job: the costs of bad performance over a long time; the negative effect on the environment; the time and effort wasted trying to train the person; and the greater pain of separation involved with someone who’s been here awhile (say, five years or more) compared with someone let go after just a year.
**... 130) 勉強將某人留在不合適的職位上要比將其開除更糟糕。不要勉強留人。**開除員工并不是什么大不了的事情，強行留住表現不佳的員工造成的影響要大得多。因為勉強將某人留在其不適合的崗位上既有礙員工成長又會給公司帶來不良后果，侵蝕公司能力至上的原則。思考這些勉強留人的成本吧，包括長期業績不佳的成本，對環境造成的負面影響，試圖培訓此人造成的時間和精力浪費。而且，開除某個在公司供職長久的人（5年或更長）帶來的分離之苦要遠勝于開除一個才來了一年的人。
**... 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.** Remember that we hire people not to fill their first job at Bridgewater nor primarily for their skills. We are trying to select people with whom we’d like to share our lives. We expect everyone to evolve here. Because managers have a better idea of people’s strengths and weaknesses and their fit within our culture than what emerges from the interview process, you have invaluable information for assessing them for another role at Bridgewater.
**... 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。**記住，我們雇傭員工不是想給他們在橋水基金找到第一份工作，也不會將他們的技能作為第一考慮。我們想要挑選那些我們愿意與之分享人生的人。我們希望每個人都能在這里成長。管理者比面試官更為了解員工的優缺點以及他們是否能夠融入我們的企業文化。因此，你擁有關于該員工的寶貴信息，能夠衡量其在橋水是否還有其他合適的職位。
**... 132) Do not lower the bar.** If a person can’t operate consistently with our requirements of excellence and radical truth and can’t get to the bar in an acceptable time frame, they have to leave. We want to neither lower the bar nor enter into a long-term rehabilitation program.
**... 132) 不要降低標準。**如果某人無法達到我們關于優秀與極度真實的標準，在可接受的時間框架內也無法達標，那么他們就必須離開。我們不愿意降低標準，也不愿意進行長期的改造工程。
### To Perceive, Diagnose, and Solve Problems…
發現、診斷、解決問題
**
... 133) Know How to Perceive Problems Effectively
... 133) 懂得如何有效發現問題**
So…
因此：
**... 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.** As in nature, if you can’t see what’s happening around you, you will deteriorate and eventually die off. People who can 1) perceive problems; 2) decide what to do about them; and 3) get these things done can be great managers.
**... 135) 要認識到，發現問題是優秀管理的第一步。**在大自然的環境中，如果你沒有辦法觀察到周遭發生的事情，那么你將十分危險，最終自取滅亡。那些能夠發現問題、決定如何處理問題、并執行解決方案的人才能成為優秀的管理者
**... 136) Understand that problems are the fuel for improvement.** Problems are like wood thrown into a locomotive engine, because burning them up—i.e., inventing and implementing solutions—propels us forward. Problems are typically manifestations of root causes, so they provide clues for getting better. Most of the movement toward excellence comes from eliminating problems by getting at their root causes and making the changes that pay off repeatedly in the future. So finding problems should get you excited because you have found an opportunity to get better.
**... 136) 要理解，問題是提升的動力。**問題就像木頭投入了火車頭發動機中一樣，因為燃燒這些木頭 —— 例如:創造和執行解決方案 —— 推動我們進步。問題通常是根源的表現形式，他們能夠提供一些線索，讓我們有所提升。分析問題的根源，徹底消除問題，進而做出改變，在未來能夠重復獲得回報，這一過程加快了我們向卓越邁進的步伐。因此，發現問題應該讓你興奮，因為這意味著你又找到一個提升自己的機會了。
**... 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.** That requires the ability to synthesize.
**... 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。**這需要整合的能力。
**... 138) Don’t tolerate badness.** Too often I observe people who observe badness and tolerate it. Sometimes it is because they don’t have the courage to make the needed changes, and sometimes it is because they don’t know how to fix it. Both are very bad. If they’re stuck, they need to seek the advice of believable people to make the needed changes, and if that doesn’t work, they need to escalate.
**... 138) 不要容忍問題。**我經常看到一些人明明已經發現了問題，卻對其放任。可能是因為他們沒有勇氣做出所需的改變，也可能是因為他們不知道怎么改，這兩種情況都很糟糕。如果他們不知所措，那么就應該尋求靠譜的人的意見，做出相應改變。如果不行，他們就需要將問題升級。
**... 139) “Taste the soup.”** A good restaurateur constantly tastes the food that is coming out of his kitchen and judges it against his vision of what is excellent. A good manager needs to do the same.
**... 139) “品嘗湯的味道”。** 一個稱職的餐館老板會經常嘗一嘗自己廚房做出的食物，然后以自己的品味來判斷菜品是不是好吃。同理，一個好的管理者也需要這樣。
**... 140) Have as many eyes looking for problems as possible.** Encourage people to bring problems to you and look into them carefully. If everyone in your area feels responsible for the well -being of that area and feels comfortable speaking up about problems, your risks of overlooking them will be much less than if you are the only one doing this. This will help you perceive problems, gain the best ideas, and keep you and your people in synch.
**... 140) 找盡可能多的人手一起來發現問題。**鼓勵員工向你提交問題，同時你需要認真研究這些問題。如果公司每一個員工都認為自己對公司的成長負有責任，愿意坦誠地將問題說出來，這要比你獨自發現問題好得多，更不容易忽略問題。這一過程能夠幫助你發現問題，吸取最好的觀點，幫助你和你的員工達成意見一致。
**140a) “Pop the cork.”** It’s your responsibility to make sure that communications from your people are flowing freely.
**140a) “拔出瓶塞。”** 確保員工交流暢通無阻是你的責任。
**140b) Hold people accountable for raising their complaints.** Ask yourself: 1) does someone think there’s something wrong; 2) did this lead to a proper discussion; and 3) if they felt raising the issue didn’t lead to the proper response, did they escalate it? That’s how it should be.
**140b) 將投訴作為員工義務來進行。**問一問自己：1）是否有人認為有事情出錯；2）這一問題是否能展開適當的討論；3）如果他們認為提出問題之后并不會針對問題進行討論，那他們會將問題升級嗎？基本上就是這樣。
**140c) The leader must encourage disagreement and be either impartial or open-minded.**
**140c) 領導者必須鼓勵不同意見，不偏不倚，思想開放。**
**140d) 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.**
**140d) 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**—i.e., compare the actual operating of the machine and the outcomes it is producing to your visualization of how it should operate and the outcomes you expected. As long as you have the visualization of your expectations in mind to compare with the actual results, you will note the deviations so you can deal with them. For example, if you expect improvement to be within a specific range…
**... 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。**觀察機制的實際運行與其產出的實際效果，將其與你預期的運行方式和結果相比較。只要將你腦海中的預期的具體表述與實際結果對比一下，你就會發現二者之間的出入，從而做出修正。比如，如果你的預期提升是在一個特定范圍內的，那么……
… and it ends up looking like this …
… 最終將變成這樣 …
… you will know you need to get at the root cause to deal with it. If you don’t, the trajectory will probably continue.
你會意識到，你需要解決根源來處理問題，否則，前進的軌跡將無法繼續。
**... 142) Don’t use the anonymous “we” and “they,” because that masks personal responsibility—use specific names.** For example, don’t say “we” or “they” handled it badly. Also avoid: “We should...” or “We ar...”Who is “we”? Exactly who should, who made a mistake, or who did a great job? Use specific names. Don’t undermine personal accountability with vagueness. When naming names, it’s also good to remind people of related principles like “mistakes are good if they result in learning.”
**... 142) 不要使用模糊的人稱“我們”或“他們”，這樣做會掩蓋個人責任。請使用具體人名。**比如，不要說“我們”或“他們”做的很糟糕。同時也要避免說，“我們需要……”或者“我們是……”這樣的句子。到底誰是“我們”？到底是誰需要？誰犯錯？又是誰干的好？請使用具體的名字。不要用模糊表述掩蓋了個人的責任。在點名時，最好能夠提醒被點名的人“犯錯能促進學習，是好事。”這樣的原則。
**... 143) Be very specific about problems; don’t start with generalizations.** For example, don’t say, “Client advisors aren’t communicating well with the analysts.”Be specific: name which client advisors aren’t doing this well and in which ways. Start with the specifics and then observe patterns.
**... 143) 具體問題要具體對待，不要一開始就過于寬泛。**比如，不要說，“客戶顧問沒有與分析師進行很好的溝通。”請更具體一些，指出是哪些客戶顧問沒有做好，為什么說他們沒有做好。先從具體問題下手，再試圖觀察模式。
**... 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。**
1) Issues log: A problem or “issue” that should be logged is easy to identify: anything that went wrong. The issues log acts like a water filter that catches garbage. By examining the garbage and determining where it came from, you can determine how to eliminate it at the source. You diagnose root causes for the issues log the same way as for a drilldown (explained below) in that the log must include a frank assessment of individual contributions to the problems alongside their strengths and weaknesses. As you come up with the changes that will reduce or eliminate the garbage, the water will become cleaner. In addition to using issues logs to catch problems, you can use them to measure the numbers and types of problems, and they can therefore be effective metrics of performance. A common challenge to getting people to use issues logs is that they are sometimes viewed as vehicles for blaming people. You have to encourage use by making clear how necessary they are, rewarding active usage, and punishing non-use. If, for example, something goes wrong and it’s not in the issues log, the relevant people should be in big trouble. But if something goes wrong and it’s there (and, ideally, properly diagnosed) , the relevant people will probably be rewarded or praised. But there must be personal accountability.
問題日志：分辨哪些問題應該被記下來很容易，即記下所有出錯的地方。問題日志就像阻攔垃圾的水過濾器一樣，通過檢查垃圾，查找來源，決定如何從源頭清除這些垃圾。在問題日志中找尋問題的根源需要開展深度探討（后詳）。在日志中，應該如實記錄個人對問題的貢獻率，旁邊標注該人的優缺點。隨著你不斷做出改變，水中的垃圾會隨之減少甚至消失，水質會變得更好。除了使用問題日志來捕捉問題，你還是可以用它來記錄問題的數量和類別，之后可以作為有效的工作表現計量。在使用問題日志時，最大的一個障礙就是人們認為問題日志是責備員工的工具。你應該明確問題日志的必要性，獎勵積極使用的行為，懲罰不使用的行為，以此鼓勵員工使用。如果出問題了，但是該問題卻沒有在日志中顯示，那么相關人員應該有大麻煩。但是如果問題在日志中已經有所記錄（理想狀態下已經有了正確的診斷），相關人員就應該被獎勵或表揚。總之，一定要向個人問責。
2) Metrics: Detailed metrics measure individual, group, and system performance. Make sure these metrics aren’t being “gamed” so that they cease to convey a real picture. If your metrics are good enough, you can gain such a complete and accurate view of what your people are doing and how well they are doing it that you can nearly manage via the metrics. However, don’t even think of taking the use of metrics that far! Instead, use the metrics to ask questions and explore. Remember that any single metric can mislead. You need enough evidence to establish patterns. Metrics and 360 reviews reveal patterns that make it easier to achieve agreement on employees’ strengths and weaknesses. Of course, the people providing the information for metrics must deliver accurate assessments. There are various ways to facilitate this accuracy. A reluctance to be critical can be detected by looking at the average grade each grader gives; those giving much higher average grades might be the easy graders. Similarly helpful are “forced rankings,” in which people must rank coworker performance from best to worst. Forced rankings are essentially the same thing as “grading on a curve.” Metrics that allow for independent grading across departments and/or groups are especially valuable.
計量圖表：詳細的計量圖表能夠有效衡量個人、團隊和系統的表現。確保圖表里的數據沒有被篡改，能夠顯示真實情況。如果你的圖表足夠準確全面，那么你就能夠清楚看到你的員工在做什么事，業績如何，你甚至可以通過圖表來進行管理。但是，不要過度使用圖表，妄圖實現一切。你需要觀察圖表，提問題，分析問題。記住，任何一個單一的圖表都能帶來誤解。你需要收集足夠多的證據來建立模式。計量圖表和360度全息圖能夠揭示模式，記錄員工優缺點，為各方達成一致意見帶來方便。當然，為圖表提供數據的人必須給出準確的評估，促進評估準確性的方式多種多樣。如果想要檢測評分者是不是愿意以批判的眼光在做評估，可以看看每個評分者給出的平均分。如果平均分給的過高，則說明評分者太寬容。還有一個類似有效的工具：強迫排序。員工必須對所有的同事表現進行排序，由最好的排到最差的。這種被迫排序和曲線評分方式相似。能夠對各部門、各團隊進行獨立打分的圖表是最有價值的。
3) Surveys (of workers and of customers) .
調查問卷（包括員工調查問卷和客戶調查問卷）。
**... 145) The most common reason problems aren’t perceived is what I call the “frog in the boiling water” problem.** Supposedly, if you throw a frog in a pot of boiling water it will immediately jump out. But if you put a frog in room-temperature water and gradually bring the water to a boil, the frog will stay in place and boil to death. There is a strong tendency to get used to and accept very bad things that would be shocking if seen with fresh eyes.
**... 145) 最常見的無法觀察到原因的問題是“溫水煮青蛙”問題。**如果你將一只青蛙扔進滾燙的水里，它會立即跳出來。但是如果你把青蛙放進室溫下的水里，然后將水逐漸加熱至沸騰，青蛙就是一直待在原地不動，直到被燙死。有一種很強的趨勢去習慣和接受以第一次眼光來看待非常令人震驚的壞的事情。
**... 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.** They will lead to chronic unacceptable results, stress, more work, and possibly get you fired. So remember one of the first principles of management: you either have to fix problems or escalate them (if need be, over and over again) if you can't fix them. There is no other, or easier, alternative.
**... 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。**這些問題會帶來長期無法讓人忍受的結果、壓力、更多工作，甚至可能讓你被開除。記住管理的首要原則之一：要么解決問題，解決不了就要升級問題，如果需要的話，甚至可以循環往復進行。沒有比這更好的替代方案了。
**146a) Problems that have good, planned solutions are completely different from those that don’t.** The spectrum of badness versus goodness with problems looks like this:
**146a) 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。**問題好壞的級別劃分如下：
a) They’re unidentified (worst) ;
沒有被發現（最壞）；
b) Identified but without a planned solution (better) ;
發現了但是沒有解決方案（稍好）；
c) Identified with a good, planned solution (good) ; and
找到了周密有效的解決方案（很好）；
d) Solved (best) .
得以解決（最好）。
However, the worst situation for morale is the second case: identified but without a planned solution. So it’s really important to identify which of these categories the problem belongs to.
然而，第二種情況卻總容易打擊員工積極性，那就是發現了問題但是沒有解決方案。因此，將問題進行以上分類至關重要。
**
... 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**
So…
因此：
**... 148) Recognize that all problems are just manifestations of their root causes, so diagnose to understand what the problems are symptomatic of.** Don’t deal with your problems as one-offs. They are outcomes produced by your machine, which consists of design and people. If the design is excellent and the people are excellent, the outcomes will be excellent (though not perfect) . So when you have problems, your diagnosis should look at the design and the people to determine what failed you and why.
**... 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。**不要以為可以一次性解決問題。問題是機制的產物，而機制由其設置和人員構成。如果設置和人員都沒問題，那結果肯定也不錯（盡管不完美）。所以當你遇到問題時，應該分析設定和人員，以此確定造成失敗的原因。
**... 149) Understand that diagnosis is foundational both to progress and quality relationships.** An honest and collaborative exploration of problems with the people around you will give you a better understanding of why these problems occur so that they can be fixed. You will also get to know each other better, be yourself, and see whether the people around you are reasonable and/or enforce their reasonableness. Further, you will help your people grow and vice versa. So, this process is not only what good management is; it is also the basis for personal and organizational evolution and the way to establish deep and meaningful relationships. Because it starts and ends with how you approach mistakes, I hope that I have conveyed why I believe this attitude about and approach to dealing with mistakes is so important.
**... 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。**和員工一同秉承誠實和協作的精神探究問題，這能讓你更好地理解問題產生的原因，進而解決問題。與此同時，也能和員工之間增進相互理解，展現自己，觀察員工是否通情達理、辦事妥當，你們也可以在相互幫助中獲得成長。這個過程不僅僅是一種良好的管理方式，更是員工與公司成長的基礎，是建立深厚人際關系的必經之路。因為整個過程始于并且結束于你處理問題的方式，這也是為什么我認為這種對待錯誤的態度和解決問題的方法至關重要。
**... 150) Ask the following questions when diagnosing.** These questions are intended to look at the problem (i.e., the outcome that was inconsistent with the goal) as a manifestation of your “machine.” It does this first by examining how the responsible parties imagined that the machine would have worked, then examining how it did work, and then examining the inconsistencies. If you get adept at the process, it should take 10 to 20 minutes. As previously mentioned, it should be done constantly so that you have a large sample size and no one case is a big deal.
**... 150) 診斷分析時要問自己以下幾個問題。**這些問題會引導你將困難（即和目標不一致的結果）視作“機制”的外在表現。首先，你需要了解負責人對于機制運行成效的期待，然后審視機制的運作過程，最后檢查出現的問題。一旦你熟悉了這個流程，只需10到20分鐘就可以完成這些步驟。如前所述，你應經常重復該流程，累積大量案例，這樣解決單個難題就不在話下了。
1) Ask the person who experienced the problem: What suboptimality did you experience?
詢問經歷過這種問題的人：你有過哪些次佳體驗?
2) Ask the manager of the area: Is there a clear responsible party for the machine as a whole who can describe the machine to you and answer your questions about how the machine performed compared with expectations? Who owns this responsibility?
2) 詢問該領域的管理者：機制有無明確的負責人，該人是否能向你描述機制，告訴你機制相比預期表現如何，并為整體機制負責？負責人是誰？
> Do not mask personal responsibility—use specific names.
> 不要模糊個人責任,要落實到人。
3) Ask the responsible party: What is the “mental map” of how it was supposed to work?
3) 詢問負責人：關于機制運行預期的思維藍圖是什么樣的？
4) Ask the owner of the responsibility: What, if anything, broke in this situation? Were there problems with the design (i.e., who is supposed to do what) or with how the people in the design behaved?
4) 詢問負責人：問題出在哪里？是機制設定（即誰應該做什么）？還是人員在此種機制設定下的表現？
* Compare the mental map of “what should have happened” to “what did happen” in order to identify the gap.
將思維藍圖中給出的“未來期望”同“現實情況”相對比，找出其中的差距。
* If the machine steps were followed, ask, “Is the machine designed well?” If not, what’s wrong with the machine?
若機制中規定的步驟都有執行，那要問，該機制的設定是否合理？如若不然，又存在哪些問題？
5) Ask the people involved why they handled the issue the way they did. What are the proximate causes of the problem (e.g., “Did not do XYZ”) ? They will be described using verbs—for example, “Harry did XYZ.” What are the root causes? They will be descriptions. For example: inadequate training/experience, lack of vision, lack of ability, lack of judgment, etc. In other words, root cause is not an action or a reaction—it is a reason.
5) 詢問相關人員為什么選擇用這種方式處理問題。該問題的直接原因有哪些（比如，沒有做某件事）？直接原因會以動詞形式出現--比如，“哈利做了某事”。根本原因是什么？根本原因應以描述形式出現。例如：缺少培訓或是經驗，缺乏遠見，能力不足，判斷失誤等。換句話說，根本原因不是行為也不是反應--而是原因。
* Be willing to touch the nerve.
敢于得罪人。
6) Ask the people involved: Is this broadly consistent with prior patterns (yes/no/unsure) ? What is the systematic solution? How should the people / machines / responsibilities evolve as a result of this issue?
6) 詢問相關人員：該問題是否和以前的慣例不符（是、否、不確定）？系統性解決方案是什么？從此問題看出人員、設計、職責方面需要哪些改進？
* Confirm that the short-term resolution of the issue has been addressed.
確認己提出針對該問題的短期解決方案。
* Determine the steps to be taken for long-term solutions and who is responsible for those steps. Specifically:
決定長期解決方案的執行步驟以及執行負責人。尤其是：
a) Are there responsibilities that need either assigning or greater clarification?
a) 需要指派或進一步明確任務么？
b) Are there machine designs that need to be reworked?
b) 需要改進機制設定么？
c) Are there people whose fit for their roles needs to be evaluated?
c) 需要評估人員和崗位匹配度么？
**... 151) Remember that a root cause is not an action but a reason.** It is described by using adjectives rather than verbs. Keep asking “why” to get at root causes, and don’t forget to examine problems with people. In fact, since most things are done or not done because someone decided to do them or not do them a certain way, most root causes can be traced to specific people, especially “the responsible party.” When the problem is attributable to a person, you have to ask why the person made the mistake to get at the real root cause, and you need to be as accurate in diagnosing a fault in a person as you are in diagnosing a fault in a piece of equipment.
**... 151) 要謹記根本原因不是行為而是原因。**根本原因通常用形容詞而不是動詞來描述。要追溯根本原因，就要不停地問“為什么”，并檢視人員方面出現的問題。事實上，大多數事情是由某人來決定是否以某種方式處理，所以絕大多數問題的根本原因都可以追究到具體的人特別是“負責人”身上。一旦將問題歸結到個人，你就必須要問為什么這個人會犯錯，這樣才能找到真正的根本原因。你需要像診斷設備故障一樣準確地診斷一個人犯的錯誤。
For example, a root cause discovery process might proceed like this:
比如，尋找根本原因的流程可能如下：
-“The problem was due to bad programming.”
- “該問題源于不良編程。”
-“Why was there bad programming?”
- “為什么編程不良？”
-“Because Harry programmed it badly.”
-“因為哈里沒把程序編寫好。”
-“Why did Harry program it badly?”
-“為什么哈里沒把程序編好？”
-“Because he wasn’t well trained and because he was in a rush.”
-“因為他沒經過良好培訓，而且程序寫得太急了。”
-“Why wasn’t he well trained? Did his manager know that he wasn’t well trained and let him do the job anyway, or did he not know?”
-“為什么他沒經過良好培訓？他的上司在知道哈里沒經過培訓的情況下還讓他負責這項工作，還是不知情？”
Ultimately it will come down to what the people or the design is like.
根本原因最終會歸結到人員或者設定方面。
**... 152) Identify at which step failure occurred in the 5-Step Process.** If a person is chronically failing it is due to either lack of training or lack of ability. Which was it? At which of the five steps did the person fail? Different steps require different abilities.
**... 152) 找出五步流程中哪一步失敗了。**如果一名員工總是失敗，那要么是因為他缺少培訓，要么是沒能力。是哪個方面的問題？是五步中的哪一步失敗了？不同的步驟需要人員具備不同的能力。
1. _Setting goals_: This requires _big-picture thinking_, vision, and _values that are consistent with those of our community_. (It is helpful to ask whether the responsible party lost sight of the goals or whether he or she set goals that are inconsistent with Bridgewater’s.)
_設立目標_：該步驟要求人員有全局觀、_遠見_、_以及和我們團體一致的價值觀_。（詢問責任方是否忽略了目標，設立的目標是否同橋水聯合基金的目標不一致。）
2. _Perceiving problems_: This requires _perception_, _the ability to synthesize_, and an _intolerance of badness_ (i.e., some people see badness but aren’t sufficiently bothered by it to push themselves to eliminate it) . Of course, having perspective (typically gained via experience) helps at all steps.
_發現問題_：該步驟要求人員有_洞察力_，_綜合信息的能力_，以及_對問題零容忍_（有些人看到問題但覺得沒什么，也沒有動力去解決問題）當然，有遠見（通常從經驗中獲得）對所有步驟都有幫助。
3. _Diagnosis_: This requires logic, _assertiveness_, and _open-mindedness_. _You must be willing to have open_ _and/or difficult discussions to get at the truth._
_診斷分析_：該步驟要求人員_邏輯清晰_，_做事果斷_，思想開明。必須要能夠通過開誠布公的討論來尋找真相，盡管有時討論很困難。
4. Design: This requires creativity and practical visualization.
設定：該步驟要求人員有創造力和形象化能力。
5. Doing the tasks: This requires determination and self-discipline.
執行任務：該步驟要求人員有決斷力和自我約束力。
If you 1) identify at which of these steps the chronic failures are occurring and 2) see which, if any, of these abilities the person is short of, you will go a long way toward diagnosing the problem.
如果你1）找出哪一步經常出現問題；2）判斷人員缺乏哪種能力，那么你在診斷分析問題方面就已經邁出了一大步。
**... 153) Remember that a proper diagnosis requires a quality, collaborative, and honest discussion to get at the truth.** Don’t just give your verdict without exploring the mistake, because there’s a reasonably high probability that you don’t know the answer. Do not be arrogant. You might have a theory about what happened, and that theory should be explored with relevant others. If you and others are open-minded, you will almost certainly have a quality analysis that will give everyone working theories to explore or you will reach conclusions that can be used for the design phase. And if you do this whenever problems recur, you and others involved will eventually uncover the root causes.
**... 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。**切忌不分析問題就妄下結論，因為你很可能不知道問題的原因所在。不要驕傲自大。你可能對于發生的問題有自己的分析判斷，但也應該和他人共同討論驗證自己的想法。如果你和其它人都保持開放的心態，便能進行深入分析，讓所有人去尋找行之有效的方案，或是你自己最后達成結論，并將其用于設定階段。這樣一來，無論何時再發生問題，你和其它參與過討論的人最終都能找到根本原因所在。
**... 154) Keep in mind that diagnoses should produce outcomes.** Otherwise there’s no purpose in them. The outcome might not take the form of an agreement, but at a minimum it should take the form of theories about root causes (which should be written down so you have a collection of synthesized dots to use for identifying patterns) and clarity about what should be done in the future to protect against them, or to gather information to find out.
**... 154) 要記得診斷分析應該有結果。**不然，就沒有診斷分析的必要了。結果不一定是達成一致意見，但至少應該提出對根本原因的猜想（要記錄下這些想法，這些想法集合起來可以幫助你找到規律），并且要明確未來應采取何種措施阻止問題再次發生，或者搜集信息，找尋原因。
**... 155) Don’t make too much out of one “dot”—synthesize a richer picture by squeezing lots of “dots” quickly and triangulating with others.** A dot is a particular outcome. When you diagnose to understand the reason it occurred, you are “squeezing” the dot. Don’t try to squeeze too much out of a single dot—it can only tell you so much. Rather, try to collect and squeeze a bunch of dots in an 80/20 way, triangulating with the dots of others, so that you can synthesize a pointillist painting of what the person is like.
**... 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。**一個點就是一個具體的結果。當你通過診斷分析來理解一個結果產生的原因時，你就在“壓榨”這個點。不要試圖從一個點中壓榨很多東西，它只能告訴你那么點信息。相反，你應該以二八原則去收集并壓榨大量的點，在點之間建立聯系，這樣你就能對該員工有如點彩畫般的細致了解。
**... 156) Maintain an emerging synthesis by diagnosing continuously**—You must be able to categorize, understand, and observe the evolution of the different parts of your machine/system through time, and synthesize this understanding into a picture of how your machine is working and how it should be modified to improve. But if you don’t look into the significant bad outcomes as they occur, you won’t really understand what they are symptomatic of, nor will you be able to understand how things are changing through time (e.g., if they are improving or worsening) .
**... 156) 要進行持續性診斷分析，整合新思路。**要觀察、理解、劃分系統機制的不同組成部分隨著時間推移發生的演變，并將這些體會整合到機制的運行藍圖和改進計劃中。但是，如果當問題發生時你不去分析，你就不能真正理解其成因，也不會明白情況怎樣隨時間發生變化（例如，情況改善或變得更糟）。
... 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.**Think back on how they performed in similar functions when they had ample capacity.**
**... 157) 要區別是才能問題還是能力問題，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如何。**回想如果人員有足夠的才能，那么他們在相似的職能方面會有怎樣的表現。
**... 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：**
a. They are too removed.
他們對問題袖手旁觀。
b. They have problems discerning quality differences.
他們不能識別質量差異。
c. They have lost sight of how bad things have become because they have gradually gotten used to their badness (the “frog in the boiling water problem”) .
他們已經漸漸習慣了問題的存在，從而忽視了問題是怎樣形成的（“溫水煮青蛙”）。
d. They have such high pride in their work that they can’t bear to admit they are unable to solve their own problems.
他們對自己的工作太過自滿，不愿承認自己解決不了自己的問題。
e. They fear adverse consequences from admitting failure.
他們害怕承認失敗帶來的后果。
**... 159) Avoid “Monday morning quarterbacking.”** That is, evaluate the merits of a past decision based on what you know now versus what you could have reasonably known at the time of the decision. Do this by asking yourself, “What should a quality person have known and done in that situation?” Also, have a deep understanding of the person who made the decision (how do they think, what type of person are they, did they learn from the situation, etc) .
**.. 159) 不要做事后諸葛。事后諸葛是指在做出決定后自稱有先見之明的人。**問自己，“什么是一名高素質人才在問題當下該了解和完成的” 此外，要深入了解當時的決策者（他們怎么想的，他們是什么類型的人，他們有沒有從中學到什么，等等）。
**... 160) Identify the principles that were violated.** Identify which of these principles apply to the case at hand, review them, and see if they would have helped. Think for yourself what principles are best for handling cases like this. This will help solve not only this problem but it will also help you solve other problems like it.
**... 160) 找出違背了哪些原則。**找出適合手頭案例的原則，回顧一遍，看看這些原則是否有幫助。自己想想哪些原則對處理這種案子最有幫助。這樣做可以幫你解決當前的問題以及類似的其它問題。
**... 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.** A drilldown is the process by which someone who wants to do so can gain a deep enough understanding of the problems in an area as well as the root causes, so that they can then go on to design a plan to make the department or sub-department excellent. It is not a “diagnosis,” which is done for each problem. A manager doing ongoing diagnosis will naturally understand his areas well and won’t have to do a drilldown. Drilling down is a form of probing, though it is broader and deeper. Done well, it should get you almost all the information needed to turn a department around in about five hours of effort.
**... 162) 運用下述的“鉆取”方法，重點理解部門或分部面臨的問題。**鉆取的過程能讓人更深入地了解一個領域存在的問題及其根本原因，從而設定計劃，確保部門或分部運行良好。鉆取不是“診斷”，診斷分析需針對每個問題進行。通過持續性的診斷分析，管理者就自然而然地了解了自己的工作領域，也就沒有必要再深究問題了。鉆取是探究的一種形式，但其所指范圍更廣更深。做好鉆取可以讓你獲取幾乎所有必要的信息，只需約5個小時的時間就可以讓部門情況迅速好轉。
A drilldown takes place in two distinct steps: 1) listing problems and 2) listing causes/diagnosing. It is followed by 3) designing a plan. If done well, getting informed via the first two steps typically takes about four hours (give or take an hour) , with the first step of listing the problems typically taking one to two hours and the second step of diagnosing them typically taking two to four hours, if done efficiently.
鉆取分兩步：1）列舉問題；2）列舉原因、診斷分析。鉆取之后是緊跟著的第三步，即設定計劃。順利的話，通過前兩個步驟獲取信息通常需要4個小時左右的時間（可能有一個小時的誤差），其中第一步列舉問題花費1-2個小時，第二步診斷分析花費2-4個小時。
It’s very important that these steps are done separately and independently. That’s because going into two or three directions at the same time causes confusion and doesn’t allow adequate discussion of each of the possible causes and solutions.
謹記這些步驟需要分別獨立進行。因為同時進行兩個或三個步驟容易導致混淆，而且也不能充分討論每一個可能的原因和解決方案。
Having the people from the area under scrutiny actively participate in all three steps is critical. You need to hear their descriptions and allow them to argue with you when they think you are wrong. This way you are much more likely to come up with an accurate diagnosis and a good plan.
要讓來自于受審查領域的人積極參與到這三個步驟當中。你需要傾聽他們的說法，如果他們認為你做錯了，要允許他們與你爭辯。這樣你能更容易做出準確的診斷分析，提出完善的計劃。
After the drilldown, you will create the plan or design, which typically takes two to three hours. So the whole process, from asking the first question to coming up with the detailed plan, typically takes about five to eight hours spread over three or four meetings. Then there is step four—the executing, monitoring, and modifying of the plan—which typically takes six to 12 months.
鉆取之后，就需要擬出計劃或設定方案，這通常需要2-3個小時的時間。所以整個流程，從提問第一個問題，到提出詳細的計劃，通常需要3-4次會議，共5-8個小時左右。這之后是第四步是執行、監督、改進計劃，通常需要6-12個月。
Here is more detail on each of the steps:
下面是每個步驟的細節：
**Step 1**—List the problems. Don’t confuse problems with possible solutions. Sometimes problems occur for rare or insignificant reasons because nothing is perfect. Don’t pay much attention to those. But more often than not, they are symptomatic of something malfunctioning in your machine, so it pays to investigate what that is. For example, not having enough capacity is not a “problem”; it might cause problems, but it’s not a problem. Having people work so late that they might quit, getting out reports too late, etc., might be problems that are caused by a lack of capacity. But the lack of capacity itself is not a problem. To fix problems, you need to start with the specific problems and address them one by one and come up with very specific solutions. That’s because there are lots of ways to solve problems. The problem of people working late at night might be solved by gaining capacity, or it might be solved by shifting work to another department, or by doing less, etc. To assume that lack of capacity is the problem could lead to inferior problem -solving. So unless you keep in mind the very specific problems, you will not be effective at solving them. In the process of solving problems, you will often see that several problems are due to the same cause (e.g., lack of capacity, a shortage of tech resources, bad management, etc.) , but that is not the same thing as starting at the more general level (like saying that bad management or lack of capacity, etc., are problems) , which is why I am saying you must start with very specific problems before making generalizations. For example, when you have a “people problem,” be specific. Specify which people you are having what problems with and avoid the tendency of saying things like, “People in operations aren’t…” Avoid the tendency not to name names for fear of offending.
**第一步：**列舉問題。不要把問題和可能的解決方案搞混了。有些時候，出現問題是因為很罕見或很無足輕重的因素，沒有什么是完美的，所以不需要太在意這些問題。但是更多時候，出現問題表明你的機制運行不良，這時就值得深入探究原因了。例如，沒有足夠的才能不是“問題”；它可能帶來問題，但本身不是問題。讓員工加班太晚員工可能辭職，報告發布太晚等等，都可能是能力不足引起的問題。但是能力不足本身不是問題。要解決問題，你需要找到具體的問題，一個個應對，并提出具體的解決方案。因為解決問題有不同的方法。人員加班到很晚可以通過提高能力來解決，或者把他調到其它部門，或者讓他少干點活，等等。如果把缺乏能力視作問題的話，會讓解決問題變得更加困難。只有考慮到非常具體的問題，才能有效解決它們。在解決問題的過程中，你經常會發現，幾個問題都由一個原因造成（缺乏才能，缺少科技，管理不良等），這不同于從更普遍的層面理解問題（比如把管理不良或缺乏才能等看做是問題）。這也是為什么我特別強調，在下結論之前，你一定要先分析非常具體的問題。比如說，如果你面臨一個“人員問題”，那就再具體點，指明你和誰之間存在什么問題。而不要說類似于“作業人員沒有……”的話，不要怕得罪人而就不敢說出名字。
**Step 2**—Identify root causes. Root causes are the deep-seated reasons behind the actions that caused the problems. It is important to distinguish between proximate causes, which are superficial reasons for what happened (e.g., “I missed the train because I didn’t check the train schedule”) , and root causes (e.g., “I didn’t check the schedule because I am forgetful”) . Typically a proximate cause is the action that led to the problem while a root cause is the fundamental reason that action occurred. So, when diagnosing, if you are describing what happened or didn’t happen to cause the problem, you are probably describing proximate causes. When you start describing the qualities that were behind these actions, you are probably getting at the root causes. To get at the root cause, keep asking why. For example, if the problem is that people are working late and the direct cause was that there wasn’t enough capacity, then ask why there wasn’t enough capacity. Then you will get closer to the root cause.
**第二步：**找出根本原因。根本原因是隱藏在引起問題的行為背后的深層次原因。有必要區別直接原因，即事情的表面原因（比如，“我沒趕上車因為我沒看列車時刻表。”）和根本原因（比如，“我沒看列車時刻表因為我健忘。”）通常來講，直接原因是導致問題的行為，而根本原因是行為產生的本質原因。所以在診斷分析時，如果你描述的是發生了或未發生什么導致了問題，那你很可能在講直接原因。如果你開始描述這些行為背后的特質時，你可能就在靠近根本原因了。要找到根本原因，記得問為什么。例如，如果問題是員工加班到很晚，直接原因就是才能不足，然后你要問，為什么才能不足，這樣你就更接近根本原因了。
If your machine is producing outcomes that you don’t want, either the design is flawed or the parts/people that you dropped into the design are malfunctioning. Most, but not all, problems happen because 1) it isn’t clear who the “responsible party” is for making sure things go well or 2) the responsible party isn’t handling his or her responsibilities well (in other words, isn’t operating according to the principles to eliminate the problem) . So first ask, “Is it clear who the responsible party is?” If not, specify that. If it is clear, then ask, “Why isn’t he or she doing a good job?” There are two possible reasons for someone doing a poor job: insufficient training or insufficient ability.
如果機制的產出不如你所愿，要么設定出錯，要么這個設定的構成部分/人員表現不佳。大多數問題發生是因為1）“負責人”不明確，不知道誰來確保機制運行良好；2）負責人未盡到職責（換句話說，負責人未遵循原則解決問題）。所以首先要問，“負責人明確么？”如果答案是“否”，那盡快明確負責人。如果答案是“是”，那要再問，“為什么他或她沒做好本職工作？”人員表現不佳可能有兩個原因：培訓不足或才能不夠。
> Which would be because the manager—the responsible party for making it clear who is responsible for what—is failing to do that well.
> 可能是因為管理者--來明確誰負責什么工作的負責人--未能做好該項工作
Though it is essential to connect problems to the responsible parties, this can be difficult if the responsible parties don’t acknowledge their mistakes and fail to diagnose why they made the mistakes. Still, clarity about responsibility and the problems’ root causes must be achieved because otherwise there is no hope for improvement. If the responsible parties do not explicitly take responsibility for ensuring that their areas operate smoothly, their areas will not operate smoothly. An important first step toward achieving clarity is to remove the mentality of blame and credit, because it stands in the way of accurately understanding problems, and that’s a prerequisite for producing improvements. Also, it is important not to judge too quickly what the root causes are. Instead, you should observe the patterns of problems using the issues log as a tool and discuss with the responsible parties what the root causes might be each time a problem arises. You probably won’t initially be able to come to conclusions with a high degree of confidence, because there are many possible reasons for any one problem. But over time, the problems’ patterns and causes will become clear to everyone.
把問題歸結到負責人身上固然重要，但如果負責人認識不到自己的錯誤，或者不愿去診斷分析自己犯錯的原因，那這個過程就很難進行。仍要強調的是，明確責任和問題的根本原因至關重要，如果做不到這一點是不可能進步的。如果負責人為確保其分管部門運行順利而不明不白地負起責任，那么該部門也不可能順利運行。明確責任的第一步就是摒棄功與過的概念，因為這種思路不利于我們準確理解問題，而后者又是進步的先決條件。此外，對于問題的根本原因，不要過快下結論。而要利用問題日志，觀察問題的規律，每次出現問題時，都和負責人討論可能的根本原因。一開始你可能不確信自己的結論，因為任意一個問題都有很多可能的原因。但是慢慢地，所有人會越來越清楚問題的規律和原因。
As mentioned, there are two possible reasons why the responsible party handled something badly: 1) the responsible party didn’t encounter this problem enough times previously to learn from it and prevent it in the future (by using the principles) or 2) the responsible party is unsuited for that job. And there are also two possible reasons the person is not suited for that job: 1) not enough experience or training and 2) lack of values and/or abilities required to do the job well. So getting at the root causes is largely a matter of figuring out:
如上所述，負責人辦事不力有兩個可能的原因：1）負責人之前對此類問題沒有足夠的經驗，尚未能從中學習應對之策，不能（根據原則指導）阻止問題再次發生，或2）負責人不適合這份工作。人員不適合這份工作也有兩種可能的原因：1）經驗不足或缺乏培訓；2）缺乏能夠做好這份工作的價值和/或能力。所以找尋根本原因基本上就是要弄清楚：
1. Who is the responsible party for what went wrong?
該問題的負責人是誰？
2. Did that person encounter the problem enough times that he or she should have either learned how not to repeat it or elevated it to someone who could have helped learn how to solve it? The conclusions could be the following: 1) If the person did encounter the problem enough times to have resolved or elevated it, then the person is not suitable for the job;2) if the person did not encounter the problems enough times to resolve or elevate it, what are the probable root causes? The most common root causes are: 1) the person is not suitable for the job in some way (doesn’t learn from mistakes, doesn’t have a high sense of responsibility, is lazy, etc.) ; 2) the design of the process is flawed (e.g., the person is doing things in a way that can be improved) ; or 3) there is no possible solution. If it’s the first root cause, the person should have their job changed; if it’s the second, you and the person need to properly diagnose the problem and come up with a different process that will work; and if it’s the third, you won’t know that until you have thoroughly explored whether the process can be remediated.
負責人是否之前對此類問題積累了足夠經驗，已經從中學習應對之策？或是將問題提交上級，并由上級幫助其掌握問題的解決方法？結論可能如下：1）如果該員工的確對此類問題有豐富經驗，應該能解決或是呈報上級，那么該員工不適合這項工作；2）如果該員工對此類問題沒有豐富經驗，不能解決或是呈報上級，那么根本原因可能有哪些？最可能的根本原因是：1）該員工某方面不適合這項工作（不能從錯誤中學習，沒有責任感，懶散，等等。）；2）流程設定有問題（例如：人員做事的方式可以改進）；或3）無法解決。如果是第一個原因，應該調動該人員的工作；如果是第二個原因，你和該員工需要仔細診斷分析問題，提出行之有效的改進方案；如果是第三個原因，那在你深入探究流程是否可以彌補之前，解決方案是未知的。
> That doesn’t mean that all people have to solve and prevent all repeating problems or they shouldn’t be in their jobs. That might not be possible because smaller, repeating problems might be consciously accepted until they become high enough priorities to be fixed. However, it does mean that repeating problems should be recognized and, if not able to be resolved, they must be elevated.
> 這不意味著所有人員都要解決并避免所有重復發生的問題，如果真是這樣，那這些人和崗位也就沒有存在的必要了，并且要做到這樣也不太可能，因為小的重復發生的問題可能為人們有意無意地接受了，直到小問題變成有待解決的大問題。但是，重復出現的問題應該引起注意，即使解決不了，也應該報告給上級。
1. That second alternative of trying to find a better process takes time and patience (involving you and the person properly diagnosing the problem and finding a different approach that works) . Normally, this is the point at which most companies and people fail. That is because people often take the identification of a “mistake” as the equivalent of an accusation that they are flawed (dumb, lazy, etc.) , so they become defensive. If instead they view the exercise as an investigation into how the process might be flawed, it’s easier to make progress. So when criticizing, it’s sometimes helpful to convey explicitly the point of the exercise: mutually diagnosing the problem and exploring the pros and cons of alternative approaches. You both need to be mindful that doing this well typically takes time and patience. One of the purposes of the brainstorming session is to do this, ideally with an agreed diagnosis resulting from it.
第二個方案試圖尋找一個更好的工作流程，但需要大量時間和精力，因為你和該員工要仔細診斷分析分體，并且找到可行的替代方案。大多數公司和人都在這一環節失敗了。因為人們總是把“錯誤”等同于對他們本身的指責，比如傻，懶，等等。這樣一來，他們防御心就很強。如果他們把這種做法看做是對流程為什么出錯的調查，就能更容易取得進展了。所以，在進行評價時，最好清晰地傳達出這種做法的目的：互相診斷分析問題，探究替代方案的優缺點。雙方都要記得，要做好這件事需要時間和耐心。頭腦風暴的目的之一就是這個，當然最好頭腦風暴過后能得出一個大家都同意的診斷結果。
**Step 3**—Create a plan (brief notes) :
**第三步**：做計劃（簡介）：
-Look at each root cause and ask yourself what should be done about it.
-思考每個根本原因，問自己應該對此做些什么。
-Creating a plan is like writing a movie script in that you visualize who will do what through time in order to achieve the goal.
-制定計劃如同撰寫電影劇本，隨著時間的推進要設想好由誰來完成任務才能實現最終的目標。
-Step away from the group to reflect and work on the plan, then bring it back to the group to discuss and modify.
-做計劃時，考慮不同的可能性并適時實施，從而做出最優選擇。
-When developing the plan, iterate through multiple possibilities and play them out in time to help determine the best choice.
-當你做計劃時，要考慮多種的可能性并及時從中確定最佳選項。
-Make sure to assign who is supposed to do what with rough target dates for achieving individual tasks of the plan. Once the plan design is complete, make sure the tasks, responsible parties, and timelines are reasonable and doable.
-要分配誰應該做什么事，明確完成個人計劃任務的大概日期。一旦計劃設定完成，要確保任務，負責人和時間線的合理性和可行性。
-While everyone does not need to agree with the plan, it is important that the key people agree that it will work.
-計劃不必讓所有人都滿意，但關鍵人物要同意計劃可行。
**Step 4**—Implement the plan (brief notes) :
**第四步**：執行計劃（簡介）：
-Give each person a monthly to-do list to provide clarity and transparency around responsibilities and expectations for that month. Then plot the progress in open, monthly meetings with all the relevant parties. Explicitly assess how the plan is working and deal with problems that aren’t being resolved.
- 給每名員工一份月任務清單，明確員工任務和目標。在同相關員工的月度會議上制定工作進度。評估計劃運行狀況，解決尚存問題。
-Make sure to hold responsible parties accountable for target dates and develop metrics around how they are meeting their commitments.
-要讓負責人確保任務在目標日期前圓滿完成，并制定績效衡量標準。
-Regularly look at that list of assigned tasks to track progress and determine if any adjustments are needed.
-經常翻閱分派任務清單，查看進度，決定是否需要調整。
-Create transparency around the plan by posting it publicly and reviewing it regularly with the group. This helps people see the ways in which all of the problems are being addressed and reinforces accountability.
-公開張貼計劃，和小組定期共同審閱計劃，從而確保計劃透明。這能讓員工看到解決問題的方式，提高他們的責任感。
Do not exclude any relevant people from the drilldown: besides losing the benefit of their ideas, you disenfranchise these people from the game plan and reduce their sense of ownership.
不要把任何相關人員排除在鉆取之外：除了失去他們的想法外，你剝奪了這些人參與計劃的權利，減少了他們的主人翁意識。
Remember that people tell you things they want and tend not to be self- critical. **It is your job as a manager to get at truth and excellence, not to make people happy.** For example, the correct path might be to fire some people and replace them with better people, or to put people in jobs they might not want, etc. The brainstorming session must include a discussion of people’s weaknesses and failings to get at truth and excellence. Everyone’s objective must be to get at the best answer, not the answer that will make people happy. This is especially true for managers. In the long run, the best answers will be the ones that make the people we want to be at Bridgewater happiest.
要記得人們只會說自己想說的事，而且不太會自我批評。**你作為管理者，應該尋找真相，追求卓越，而不是取悅別人。**比如說，正確的做法可能是解雇某人，然后以更優秀的人取而代之，或是把人員安排到他們自己不想去的位子上。頭腦風暴環節必須要討論人們在尋找真相，追求卓越的過程中遇到的失敗和坎坷。每個人的目標都應該是尋找最優解，而不是取悅別人，對管理者來說更是如此。從長期來看，只有最優解才能讓那些我們想要留在橋水的人最開心。
**
...163) Put Things in Perspective
...163) 理清思維**
So…
因此：
**... 164) Go back before going forward.** Before moving forward, take the time to reflect on how the machine worked. By diagnosing what went right and what went wrong (especially what went wrong) , you can see how the machine is operating and how it should be improved. People who are just focused on what they should do next are overly focused on the tasks at hand and not on how the machine is working; so they don’t make sustainable progress.
**... 164) 前進之前請先回顧。**實施下一步之前，花點時間反思機制的運作。診斷分析哪里做得好哪里做得不好（尤其是后者），以便更了解機制的運行和改進措施。太過強調下一步進展，會讓人過于關注手頭的工作，而忽視了整個機制的運行狀況，這不是可持續發展之路。
Go back by “telling the story” to help put things in perspective. Sometimes people have problems putting current conditions into perspective or projecting into the future. Sometimes they disagree on cause- effect relationships, or focus on details rather than addressing the big picture. Sometimes they forget who or what caused things to go well or poorly. By asking them to “tell the story” of how we got here, or by “telling the story” yourself, you put where you are in perspective. Doing this highlights important items that were done well or poorly in relation to their consequences, draws attention to the overarching goals, and helps achieve agreement. By telling the story from the past to the present, it will help you continue it into the future (i.e., design a plan) . Making a good plan involves sketching out the important events through time and thinking through the specifics in sequence so that when you are done, the final story is vivid and easy to visualize. Then other people can understand the plan, comment on it, and eventually believe in it. It’s also required for specifying who should do what and when.
通過“講故事”的方式來回顧過去可以讓人理清思路。有時，人們很難理清當前狀況或是預測未來走勢。有時，人們對因果關系有不同看法或是過于專注細節而忽略大局。有時，人們忘記是什么人或者什么原因導致事情成功或失敗。這時候，無論是讓他們“講故事”描述每一步的進展，還是自己“講故事”，都可以讓我們理清思路。這種做法，能突出重要事件的結果是好是壞，讓人關注整體目標，從而達成一致意見。講述從過去到現在的過程，能幫助你續寫這個故事（即設計計劃）。要做好計劃，需要列出發生過的重要事件，然后按照順序思索細節內容。這樣做完計劃后，最終的故事既生動，又容易想象。其他人就能理解這個計劃，提出建議，最終信服該計劃。計劃中應該指明什么人負責在什么時候做什么事。
**164a) Tool: Have all new employees listen to tapes of “the story” to bring them up to date.** Listen to some of the associated tapes about Bridgewater’s story. Imagine how much better informed you would be than a person who just joined Bridgewater and hadn’t listened to these stories.
**164a) 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。**聽一些和橋水基金公司的故事相關的磁帶。想一想現在你所了解的內容比你剛加入橋水，沒聽過這些故事之前多多少。
**... 165) Understand “above the line” and “below the line” thinking and how to navigate between the two.** There are different levels and themes going on in any one conversation. It is important to know how to navigate them. If you imagine main points and subordinate points organized in outline form, an above-the- line discussion addresses the main points. That doesn’t mean you shouldn’t reference details, because some details might be necessary to the discussion. But reference details solely for the purpose of understanding major points rather than dissecting minor points.
**... 165）理解“宏觀”和“微觀”的思維模式及其適用范圍。**每一次討論中都有不同的層次和不同的主題。你要知道怎么應對。如果將主論點和分論點以提綱形式排列出來，那么宏觀層面討論關注的是主論點。但這不意味著你就不能提及細節，因為細節可能對討論至關重要。但要記得，引用細節只是為了更好地理解主論點，而不是為了分析分論點。
For example, suppose your major point is: “Sally can do that job well.” In an above-the-line conversation, the discussion of her qualities would target the question of Sally’s capacity to do her job. As soon as agreement was reached on whether she could perform competently, you would pass to the next major point—such as what qualities are required for that job. In contrast, a below- the- line discussion would focus on Sally’s qualities for their own sake, without relating them to whether she can do her job well. The discussion might cover qualities that are irrelevant to the job. While both levels of discussion touch on minor points, “above the line” discourse will always move coherently from one major point to the next in much the same way as you can read an outline in order to fully understand the whole concept and reach a conclusion. You go “below the line” to the minor points only to illustrate something important about the major points and progress in an orderly and accurate way to the conclusion. Your ability to do this is partially innate but can be improved with practice.
舉個例子，假設你的主論點是：“薩莉能做好那個工作。”在宏觀層面談話中，關于她素質的討論主要放在薩莉的工作能力上。一旦大家關于她是否能勝任這一問題取得一致，你就可以開始講下一個主論點，比如說該工作所需的素質有哪些。相比之下，微觀層面的討論關注薩莉的素質本身，而不會將這些素質和她能不能勝任聯系起來。這種討論可能會談及和工作無關的個人素質。盡管兩個層面的討論都涉及到分論點，但是“宏觀”談話的兩個主論點間有連貫性，這和你閱讀提綱，理解整個概念，并最終得出結論是一個道理。你談及“微觀”層面的分論點只是為了說明和主論點相關的重要信息，然后按部就班地過渡到結論。這種能力有一部分是與生俱來的，但也可以通過練習提高。
> Good conceptual thinkers naturally see things in this outline-like form and know how to navigate. They know whether they are having an above-the-line conversation and appropriately delving, and they know how to navigate between both levels. Poor conceptual thinkers tend to get confused because they see things as one big pile of information from which they pick data points almost at random.
> 富有理性的思考者通常會以這種提綱挈領的方式看待問題，且游刃有余。他們知道是否在進行宏觀層面討論，以及如何恰當地提及細節，他們也知道怎么在兩種模式之間自由切換。缺乏邏輯的思考者通常會感到困惑，他們將事物看做一大團信息，只能以近乎隨機的方式從中擇取數據。
**
... 166) Design Your Machine to Achieve Your Goals
... 166) 設定機制，達成目標**
So…
因此：
**... 167) Remember: You are designing a “machine” or system that will produce outcomes.** This machine will consist of distinct parts (i.e., people and other resources as well as the way they interact with each other) .
**... 167）要記得：你是在設定一個能夠有產出的“機制”或系統。**這個機制由不同的部分構成（即，人員，其它資源，以及它們之間互動的方式）
**167a) A short-term goal probably won’t require you to build a machine.** But for an ongoing mission, you will need a well-designed and efficient machine.
**167a) 短期目標可能不需要你設立機制。**但是長期存續任務需要一個設定良好，能有效運行的機制。
**167b) 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.** Constantly compare your machine’s outcomes to your goals in order to reflect on how well the machine is operating. Examine both the design and how the individual parts are functioning.
**167b) 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。經常性地對比機制成果和目標，反思機制運行情況。檢查設定運行和人員表現狀況。
**... 168) Don’t act before thinking. Take the time to come up with a game plan.** Take at least a few hours to think through your plan. Those hours will be virtually nothing in relation to the amount of time that will be spent doing, and they will make the doing radically more effective.
**... 168）三思而后行。花點時間做計劃。**至少要花幾個小時的時間思考你的計劃。這點時間和你行動起來花的時間相比根本不算什么，但是卻能讓你之后的行動更有效率。
**... 169) The organizational design you draw up should minimize problems and maximize capitalization on opportunities.** Make the design an extension of your understanding of your problems and opportunities.
**... 169）你擬出的組織設計應該能最小化問題，最大化機會。**讓設計成為你對問題和機會內涵理解的一種延伸。
**... 170) Put yourself in the “position of pain” for a while so that you gain a richer understanding of what you’re designing for.** Temporarily insert yourself into the flow to gain a real understanding of what you are dealing with (the process flow, the type of people needed, the potential problems, etc.) and to visualize a clear picture of what will work. You can accomplish this in a number of ways (reviewing work, doing work at different stages in the process, etc.) .
**... 170) 將自己放在“痛點”上一段時間，你就會更理解自己的設定針對的對象是什么。**暫時將自己插入到工作流程中，真正理解你要處理的事務（流程，需求人員類型，潛在問題等），從而構想出運作藍圖。你可以用很多種方式來完成這個步驟（回顧工作，嘗試流程中不同階段的工作等）。
**... 171) Recognize that design is an iterative process; between a bad “now” and a good “then” is a “working through it” period.** That “working through it” period involves trying processes and people out, seeing what goes well or poorly, learning from the iterations, and moving toward having the right people in the ideal systematic design. Even with a good future design picture in mind, it will naturally take time, testing, mistakes, and learning to get to a good “then” state.
**... 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。**這一努力實現的過程包括不斷檢測各種流程和員工，觀察運行良好和不佳的環節，從循環往復中學習，不斷改進，將合適的人員安排進理想系統設置之中。即便你在腦海中已經有了一個完善的未來機構設置圖，也還是需要花一些時間來測試、犯錯、學習，最終達到理想的“未來”的狀態。
**... 172) Visualize alternative machines and their outcomes, and then choose.** A good designer is able to visualize the machine and its outcomes accurately, though imperfectly. First visualize the parts and their interactions, and then find the parts to fit the design. Look at all the system’s pieces and their interactions. Imagine how goals 1, 2, and 3 can be achieved. Imagine how Harry, Larry, and Sally can operate in various ways with various tools and different incentives and penalties in place to achieve those goals. Then imagine how the system would work differently if you replaced Harry with George, or if it was configured in an entirely different way. Do this iteratively. Think through what the products and people and finances will look like month by month (or quarter by quarter) over the next year given one system; then change the system and visualize the outcomes again. At the end of this process, your plan should look like a realistic movie script, which describes the parties and their interactions through time. Remember that everything takes longer and costs more than you plan for. Recognize that some people are relatively better or worse at visualization. Accurately assess your own abilities and those of others so you can use the most capable people to create the visualization.
**... 172) 將可替代的其他機制及其成果形象化，以供選擇。**一個好的規劃師能夠準確地將機制及其成果表述出來，當然，可能達不到完美的程度。首先，將各個部件與部件之間的聯系表述出來，然后尋找適合機制的部件。看一看系統里所有的碎片和這些碎片之間的聯系，試想一下該如何實現目標的第一步、第二步及第三步。思考哈利、拉里、薩麗是如何通過各種方式，利用各種工具，在不同的激勵和懲罰措施之下，最終實現了目標。再思考一下如果你用喬治代替了拉里，整個系統的工作方式會發生什么樣的改變，會發生翻天覆地的變化嗎？如此反復，思考在一種系統之下，下一年每月（或每季度）的產品、員工和財務會是什么樣，然后將系統改變，再設想一下結果。在該流程的最后階段，你的計劃應該像一個真實的電影劇本，按時間順序描述各方與他們之間的互動。記住，現實中完成每件事所需的時間總比計劃的要長，應該付出的代價也總比計劃要大。要認識到某些人會在將想法具體化能力上比其他人好一些或差一些。準確地評估自己和他人在這方面的能力，以便挑選最合適的人來做這件事。
**... 173) Think about second- and third-order consequences as well as first-order consequences.** The outcome you get as a first-order consequence might be desirable (or undesirable) , while the second- or third-order consequences could be the opposite, so focusing solely on first-order consequences, which people tend to do, could lead to bad decision-making. Though I might not like the first-order consequences of a rainy day, I might love the second-order consequences. So if I were in a position to choose whether or not there should be rainy days, I would need to look at the second- and third-order consequences to make the right decision. For example, for every person you plan to hire, you will have to hire more to support them. I call this “The 1.6 Effect.”
**...173) 思考二、三級效應與一級效應。在一級效應下檢測獲得的結果可能是理想的（或不理想的），而在二、三級效應之下，結論可能正好相反。**如果只是關注一級效應，人們往往也正是這樣做的，就可能導致一些壞決策。比如，我也許不喜歡雨天的一級效應，但是我說不定喜歡它帶來的二級效應。如果要我來選是不是應該有下雨天，我需要考慮雨天的二、三級效應，做出更明智的決定。比如，你每計劃招聘一個人，那么你就需要雇更多的人來支持他們。我將此稱之為“1.6效應”。
**... 174) Most importantly, build the organization around goals rather than tasks.** As an example of building the organization around goals rather than tasks, we have traditionally had a marketing department (goal: to market) that is separate from our client service department (goal: to service clients) , even though they do similar things and there would be advantages to having them work together. But because marketing and servicing clients are two distinct goals, we have a separate department for each. If they were merged, the department head, salespeople, client advisors, analysts, and others would be giving and receiving conflicting feedback. If asked why clients were receiving relatively poor attention, the answer might be: “We have incentives to raise sales.” Asked why they weren’t making sales, the merged department might explain that they need to take care of their clients. Keeping the two areas separate gives each department a clear focus and the appropriate resources to achieve its goals, makes the diagnosis of resource allocations more straightforward, and reduces “job slip.” Of course, when building departments around goals, your goals have to be the right size to warrant these resources. An organization might not be big enough to warrant having a few salesmen and its own analytical group. Bridgewater has successfully evolved from a one-cell organization, in which most people were involved in everything, to the current multi-cell organization because we retained our ability to efficiently focus as the organization grew. Also, I want to make clear that temporarily sharing or rotating resources is OK, and is not the same thing as a merging of responsibilities. I will discuss merging later in this document, as well the coordination required to maintain focus in large organizations.
**... 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。**我們圍繞目標而不是任務來組建機構。例如，我們一直以來都有一個單獨的市場部門，目標是進行市場營銷。該部門與旨在為客戶提供服務的客戶服務部門是分開的。盡管以上兩個部門的工作任務相似，而且將兩個部門合并也可以產生一些好處，但是因為這兩個部門的目標不同，我們就為每個目標單獨設立了一個部門。如果兩個部門合并，部門領導、銷售人員、客戶咨詢、分析師以及其他員工就會給出或收到互相矛盾的反饋。比如，如果你問，“為什么客戶沒有受到應有的關注？”答案可能是，“因為我們需要提高銷量啊。”如果你問為什么我們的銷量如此不濟，合并后的部門就可能解釋他們需要照顧客戶。設立兩個獨立的部門，能夠給每個部門一個清晰的目標以及達成該目標的合適資源，也可以使資源配置的過程更加直截了當，減少“職責錯位”的現象。當然，在圍繞目標進行部門建設時，要注意你的目標大小應該與所分配的資源相匹配。有時候，一個公司可能規模比較小，不需要很多銷售人員以及自己的分析團隊。最開始，橋水聯合基金只是一個單細胞公司，每個人都需要做所有的事。我們不斷成長，將注意力進行有效集中，現在，橋水已經發展成為一個多細胞公司了。同時，我想要明確一點，暫時的共享或輪流使用資源是沒問題的，這與合并職責不同。我將在后文中討論合并的問題，以及如果在大型企業中集中注意力的協調能力。
**174a) 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** (based on how their capabilities and desires match up with the requirements) .
**174a) 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) 。
**174b) Organize departments and sub-departments around the most logical groupings.** Some groups naturally gravitate toward one another. Trying to impose your own structure without acknowledging these magnetic pulls is ineffective and likely will result in a bad outcome.
**174b) 按照最富邏輯的組團方式來組建部門和子部門。**有些團隊彼此之間會很自然的相互吸引，在沒有認識到團隊間的磁拉力時就妄圖將自以為的結構強加給大家，會導致效率低下以及不良后果。
**174c) Make departments as self-sufficient as possible so that they have control over the resources they need to achieve the goals.** We do this because we don’t want to create a bureaucracy that forces departments to requisition resources from a pool that lacks the focus to do the job. People sometimes argue that we should have a technology department, but I am against that because building technology is a task, not a goal in and of itself. You build technology to perform valuable tasks. If we kept the tech resources outside the department, we would have people from various departments arguing about whose project is most important in order to garner resources, which isn’t good for efficiency. The tech people would be evaluated and managed by bureaucrats rather than the people they do the work for.
**174c) 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。我們這樣做的出發點是因為我們不想設置過多官僚流程，強迫每個部門從集體資源池里申請資源，這樣容易分散工作精力。**也有橋水的員工提議，我們應該有一個技術部門，但是我不這么認為。因為解決技術問題應該是一個任務，不是一個目標。建立技術團隊的目的是完成所需的技術任務。如果我們設立技術部們獨立于各部門，那么各部門的人就會為爭取資源堅持認為自己的項目最重要，這對于公司效率是不利的。這樣的話，技術部門的人就會由官僚人士來評估和管理，而不受其直接服務對象控制。
**174d) 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.**
**174d) 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.** An organization is the opposite of a building—the foundation is at the top. The head of the organization is responsible for designing the organization and for choosing people to fill its boxes. Therefore, make sure you hire managers before their direct reports. Managers can then help design the machine and choose people who complement the machine.
**... 175) 自上而下組建公司。**公司機構組建與建筑修建的順序正好相反，后者需要先打好地基。機構領導負責進行機構設置，安排合適人才去各個崗位。因此，你應該先雇管理者，再給管理者找直接向其匯報的下屬。管理者們可以幫助你繼續進行機構設置，尋找其他的人員來填補機構空缺。
**175a) Everyone must be overseen by a believable person who has high standards.** Without this strong oversight, there is potential for inadequate quality control, inadequate training, and inadequate appreciation of excellent work. Do not “just trust” people to do their jobs well.
**175a) 應該給每名員工安排一位擁有高標準的靠譜的人對其進行監管。**沒有嚴格的監管，可能導致在質量控制、員工培訓、追求卓越等各方面出現缺失與不足。不要輕易“相信”員工能夠做好自己的工作。
**175b) 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.** Here’s an example of the confusion that can arise when that understanding is absent: It was proposed that the head of technology have the facilities group (the people who take care of facilities like the building, lunches, office supplies, etc.) report to him because both are, in a sense, “facilities” and because they have some things in common, such as the electrical supply. But the head of technology didn’t understand what the facilities people do. Having people who are responsible for the janitorial services and meals reporting to a technology manager is as inappropriate as having the technology people report to the person who is taking care of facilities. These functions, even if they’re considered “facilities” in the broadest sense, are very different, as are the respective skill sets. Similarly, at another time, we talked about combining folks who work on client agreements with those who do counterparty agreements under one manager. That would have been a mistake because the skills required to reach agreements with clients are very different from the ones required to reach agreements with counterparties. It was wrong to conflate both departments under the general heading of “agreements,” because each kind called for specific knowledge and skills.
**175b) 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了解。如果公司內部溝通不暢，會出現很多問題。例如，有人提議讓后勤團隊，即負責建筑維護、員工午餐、提供辦公用品的部門，向技術團隊的負責人匯報工作。**原因是兩個團隊都與辦公設施相關，工作職責也有相似之處，比如都負責電力供應。但實際情況是，技術團隊的負責人并不了解后勤團隊的工作到底是什么。讓做清潔服務的人向做技術的人匯報工作就像讓做技術的人向后勤員工匯報工作一樣不合時宜。兩個團隊的職責雖然從寬泛的意義上講都屬于負責辦公設施，但是實際職責卻大為不同，所需要的配套技能也不同。同理，我們也曾討論過是否要將負責客戶協議的人與負責訂約方協議的人統一安排給一個管理者。但是這樣也是不可行的，因為與客戶達成協議所需的技能和與訂約方達成協議所需技能相差甚遠。不要只是因為兩者都與“協議”相關就盲目合并，因為兩個團隊需要的知識和技能都是不同的。
**175c) 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.** Generally, the ratio should not be more than 1:10, and preferably closer to 1:5\. Of course, the appropriate ratio will vary depending on how many people your direct reports have reporting to them, the complexity of the jobs they’re doing, and the manager’s ability to handle several people or projects at once.
**175c) 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。**一般而言，此人數比例應該保持在1:10以下，最好是接近1:5。當然，具體的比例還取決于有多少人向你的直接下屬匯報工作，他們做的工作的復雜程度，以及管理者一次應對多人多項目的能力。
**175d) 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.**
**175d) 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。**
**175e) The larger the organization, the more important are 1) information technology expertise in management and 2) cross-department communication (more on these later) .**
**175e) 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）。**
**175f) Do not build the organization to fit the people.** Jobs are created based on the work that needs to be done, not what people want to do or what people are available. You can always search outside Bridgewater to find the people who “click” best for a particular role.
**175f) 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。我們總能在橋水公司之外找到符合某項特定工作崗位的最佳人選。
**... 176) Have the clearest possible delineation of responsibilities and reporting lines.** It’s required both within and between departments. Make sure reporting lines and designated responsibilities are clear. To avoid confusion, people should not report to two different departments. Dual reporting (reporting across department lines) causes confusion, complicates prioritization, diminishes focus on clear goals, and muddies the lines of supervision and accountability, especially when a person reports to two people in two different departments. When situations require dual reporting, managers need to be informed. Asking someone from another department to do a task without consulting with his or her manager is strictly prohibited (unless the request will take less than an hour or so) . However, appointing co-heads of a department or a sub-department can work well if the managers are in synch and combine complementary and essential strengths to this area; dual reporting in that case can work fine if properly coordinated by the co-heads.
**... 176) 盡可能清楚地描述工作職責與級別關系。** 務必清楚表述級別關系和工作職責，該要求適用于部門內部及跨部門之間。為避免沖突，一人無需向兩個不同的部門匯報工作。雙重匯報，即跨部門的匯報，會引起沖突，將確定優先事項的過程復雜化，分散對清晰目標的關注力， 模糊監管和責任的界限。這種情況在一個人向兩個不同部門的不同人匯報時更為顯著。當具體情勢的確需要雙重匯報時，管理者必須對此知情。在不與相關人員的管理者打招呼的情況下就直接讓某個其他部門的人做事是被嚴格禁止的，除非這件事只需要不到一個鐘頭左右的時間。但是，如果管理者們達成一致，同時能夠結合在此領域重要的互補優勢，為部門或子部門選定共同領導人是可行的。在這種情況下的雙重匯報由共同領導人的協調一致，也是可行的。
**176a) Create an organizational chart to look like a pyramid, with straight lines down that don’t cross.** A series of descending pyramids make up the whole pyramid, but the number of layers should be limited to minimize hierarchy.
**176a) 建立一個金字塔形的組織圖，畫出不相交的豎線。**A 在整個金字塔中又有一系列的小金字塔，但是為了減少機構層級，要控制金字塔的層數。
**... 177) Constantly think about how to produce leverage.** For example, to make training as easy to leverage as possible, document the most common questions and answers through audio, video, or written guidelines and then assign someone to regularly organize them into a manual. Technology can do most tasks, so think creatively about how to design tools that will provide leverage for you and the people who work for you.
**... 177) 經常思考該如何讓事情發揮最大效果。**比如，為讓培訓最易于接受，可以通過音頻、視頻或書面指南的方式記錄下最常見的問題和答案，然后安排專人定期將其編纂成手冊。技術現在能完成大部分的任務，創新性思考如何設計工具，供自己和員工使用。
**177a) You should be able to delegate the details away.** If you can’t, you either have problems with managing or training or you have the wrong people doing the job. The real sign of a master manager is that he doesn’t have to “do” practically anything. Of course, a great manager has to hire and oversee the people who do things; but a “supreme master” manager can even hire a person or two to do this and has achieved such leverage that things are effortlessly running superbly. Of course, there is a continuum related to this. The main message I’m trying to convey is that managers should strive to hire, train, and oversee in a way in which others can superbly handle as much as possible on their own. Managers should view the need to get involved in the nitty-gritty themselves as a bad sign.
**177a) 你應該將細節工作委派給他人。**如果你做不到的話，說明你不擅長管理或培訓，或者你安排的人無法勝任自己的工作。真正的管理大師的標志是根本不需要親自做任何實際工作。當然，一個杰出的管理者必須雇傭和監管他人做事。但是大師級的管理者甚至能夠找到一兩個人來幫他雇傭和監管他人，已經達到一種毫不費力就能將公司經營得很好的境界。當然，要實現這樣，還需要滿足其他的因素。我想說的是，管理者們應該努力去招聘、培養、監管員工，使得員工能夠盡可能依靠自己的力量精彩完成工作。如果管理者們不得不去做特別瑣碎的工作，這將是一個糟糕的信號。
**177b) 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.** First of all, great people and great technology are almost always a great value because their effectiveness in enhancing the organization’s productivity can be enormous. Second, it is desirable to have smart people have the widest possible span of understanding and control because fragmented understanding and control create inefficiencies and undermine organizational cohesion. Usually it is the person’s capacity that limits the scope of his understanding and control. So the mix of really smart people operating with really great technology in a streamlined organization is optimal for organizational efficiency.
**177b) 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。**首先，擁有優秀的員工和優秀的技術對促進公司生產力有極大的效果。 其次，最好能讓優秀的員工盡可能廣泛地了解公司情況，進行管控。碎片化的了解和管控會造成效率低下，不利于公司凝聚力。通常情況下，人的能力制約了他的理解力和控制力。如果能夠結合最聰明的人、最先進的技術和合理的公司結構，就能實現公司效率的最大化。
**177c) Use “leveragers.”** Leveragers are capable of doing a lot to get your concepts implemented. Conceptualizing and managing are most important and take only about 10% of the time needed for implementing; so if you have good leveragers, you can accomplish a lot more with relative ease.
**177c) 使用執行力強的人。**執行力強的人能夠竭盡所能執行你的理念。構思與管理是最重要的，但是其花費的時間只占到執行的十分之一左右。如果你擁有有力的執行者，那么你就能輕松完成很多事情了。
**... 178) Understand the clover-leaf design.** Find two or three responsible parties who have overlapping believabilities and responsibilities and who are willing to challenge and check each other. If you do this, and those people are willing to fight for what they believe is best by being open-minded and assertive at the same time, and if they escalate their disagreements and failures to you, this process will have a high probability of sorting issues that they can probably handle well from issues that you should examine and resolve with them.
**... 178) 理解四葉草形的機構設置。**找兩到三名業務有交叉的可信負責人，如果他們愿意，讓他們監督和挑戰彼此。他們能夠本著開放的心態，堅定地為自認為對的事情據理力爭，在碰到分歧和失敗時，將問題提交給你來處理。 如果能堅持這一程序，那么他們就能將自己能夠處理的問題與需要你參與處理的問題區分開。
**... 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.”** This happens when a support department, such as HR or Facilities, mistakes its responsibilities to provide support with a responsibility to determine how the thing they are supporting should be done. An example of this sort of mistake is if those in the Recruiting department think they should determine whom we should hire or if people in HR think they should determine what our employment policies should be. Another example would be if the Facilities group determined what facilities we should have. While support departments should know the goals of the people they’re supporting and provide feedback regarding possible choices, they are not the ones to determine the vision.
**... 180) 謹防“部門職能錯位”。**當一個提供支持的部門，比如人力資源或后勤部門， 將支持的責任與決定被支持的工作該如何進行的責任混淆。例如，負責招聘的員工認為他們應該有權決定去雇傭誰，而人力資源的員工認為他們應該有權決定就業政策， 都是部門職能錯位的現象。再比如，后勤團隊去決定我們應該購置什么樣的辦公設施，都是這種情況。支持團隊雖然需要了解他們所支持的團隊的目標，提供可能的選項，但是他們卻不能最終做決定。
**... 181) Assign responsibilities based on workflow design and people’s abilities, not job titles.** What people do should primarily be a function of the job they have, and it should be pretty obvious who should do what (if they’re suited for the job) . For example, just because someone is responsible for “human resources,” “recruiting,” “legal,” “programming,” etc., doesn’t necessarily mean they are the appropriate person to do everything associated with those functions. For example, though “Human Resources” people help with hiring, firing, and providing benefits, it would be a mistake to give them the responsibility of determining who gets hired and fired and what benefits are provided to employees. When assigning responsibilities, think about both the workflow design and a person’s abilities, not the job title.
**... 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。**員工所做的工作應該是他們所在職位的主要功能，只要員工是適合自己的崗位的，那么誰負責做什么應該是顯而易見的。例如，不能只因為某人負責“人力資源”、“招聘”、“法律”或“編程”，就推論他們是負責所有相關功能事項的最佳人選。盡管人力資源部門的員工會幫助招聘、解聘、員工福利，但是卻不能給他們權力決定應該招誰、開除誰、提供什么樣的福利。在分工時，要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.** Beware of the chronic use of consultants to do work that should be done by employees.
**... 182) 謹防過分依賴外部咨詢。**不要長期使用咨詢來完成本該由員工自己完成的工作。
**... 183) Tool: Maintain a procedures manual.** This is the document in which you describe how all of the pieces of your machine work. There needs to be enough specificity so that operators of the different pieces of the machine can refer to the manual to help them do their job. The manual should be a living document that includes output from the issues log so that mistakes already identified and diagnosed aren’t repeated. It prevents forgetting previous learning and facilitates communication.
**... 183) 工具：使用流程手冊。**流程手冊記錄了整個機構各個部件運行的情況。手冊的內容需要足夠詳細，保證機構各部門員工都能夠參考手冊幫助其工作。手冊應該是實時更新的，需要涵蓋問題日志里的成果，保證已經發現并診斷過的問題不會重復出現。實時更新手冊還能鞏固先前的經驗，促進員工溝通。
**... 184) Tool: Use checklists.** When people are assigned tasks, it is generally desirable to have these captured on checklists so they can check off each item as it is done. If not, there is a risk that people will gradually not do the agreed tasks or there will be lack of clarity. Crossing items off a checklist will serve as a task reminder and confirmation of what has been done.
**... 184) 工具：使用任務清單。**當員工被安排了新的工作任務時，最好能夠將任務記錄在清單上，當完成一項時，可以劃掉相應項目。如若不然，員工可能會對已答應的工作逐漸懈怠，或記不清楚。將清單上的項目劃掉的過程能夠起到提醒任務的作用，確定已經完成的事項。
**184a) Don’t confuse checklists with personal responsibility.** People should be expected to do their job well, not just what is on their checklists.
**184a) 不要將任務清單與個人責任混為一談。**員工應該將自己的工作做好，這不僅僅局限于清單上的內容。
**184b) Remember that “systematic” doesn’t necessarily mean computerized.** It might mean having people do specified tasks and indicate that they have done them with checklists.
**184b) 記住，系統性并不意味著必須全部由電腦來控制。**也可能意味著讓員工負責具體的工作，指示他們利用清單來完成工作。
**184c) Use “double-do” rather than “double-check” to make sure mission-critical tasks are done correctly.** When people double-check someone else’s work, there is a much lower rate of catching errors than when two parties independently do the work and the results are compared. Double-doing is having two different people doing the same task on the same job so that two independent answers are derived. By comparing them you will not only assure better answers but you will see the differences in people’s performances and make much more rapid improvement. I use double-dos in critical areas such as finance, where large amounts of money are involved.
**184c) 要“重復工作”，不要“重復檢查”，保證重要任務完成無誤。**當人們在檢查別人的工作時，找到錯誤的概率要遠小于兩個人分別獨立完成之后再就結果進行對比。重復工作就是讓兩組不同的人來完成同一個工作的同一項任務，由此生成兩個獨立的答案。通過對比兩個答案，你既能確保選擇一個更優的答案，又能看到兩組人工作表現的差異，讓員工提升更快。我在一些關鍵領域使用重復工作的原則，比如當涉及到大筆資金的使用，就需要員工對財政進行重復工作。
**... 185) Watch out for “job slip.”**Job slip is when a job changes without being explicitly thought through and agreed to, generally because of changing circumstances or a temporary necessity. Job slip will generally cause bad job design. It often leads to the wrong people handling the wrong responsibilities and confusion over who is supposed to do what.
**... 185) 謹防“職責錯位”。**職責錯位是指在沒有經過深思熟慮或達成一致的情況下改變工作職責。一般是因為情勢變化或臨時需要。 職責錯位會給工作職能的設計帶來不良影響，往往會導致錯誤的人承擔錯誤的職責，也會使人弄不清到底誰應該負責什么事。
**... 186) Think clearly how things should go, and when they aren’t going that way,acknowledge it and investigate.** First decide which issue to address first: finding the reason the machine isn’t working well or executing the tasks required to get past the problem (in which case you need to come back to the reasons later) . Either way, don’t pass the problem by without discussing the reasons. Otherwise, you will end up with job slip.
**... 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。** 首先，決定應該從哪里開始下手，即找到機制無法正常運行的原因，或者跳過問題執行其他任務，這種情況下，你需要稍后再調查問題原因。不論怎么選擇，千萬不要不討論問題原因直接跳過問題。否則，你最終會陷入職責錯位之中。
**... 187) Have good controls so that you are not exposed to the dishonesty of others and trust is never an issue.** A higher percentage of the population than you might imagine will cheat if given an opportunity, and most people who are given the choice of being “fair” with you and taking more for themselves will choose taking more for themselves. Even a tiny amount of cheating is intolerable, so your happiness and success will depend on your controls. Security controls should be viewed as a necessary tool of our profession, not as a personal affront to an individual’s integrity. Just as a bank teller doesn’t view a check on the money in his drawer as an indication that the bank thinks he is dishonest, everyone here should understand the need for our security controls. Explain this to your people so they see it in the proper context. Even the best controls will never be foolproof, and trustworthiness is a quality that should be appreciated.
**... 187) 加強監管，謹防他人的不誠實，使信任不再成為問題。**只有給機會，比你預想多很多的人會選擇弄虛作假，而大多數人在面臨是選擇公平還是占更多便宜時，總會選擇占更多便宜。但是對公司運營而言，任何最小的欺騙也是不能容忍的，你的幸福和成功都取決于你的監管能力。安全控制應該被看做是職業所必須的工具，而不是針對個人人品的冒犯。就像銀行柜員不會覺得查看他柜面的錢款數額是出于銀行對他的不信任，所有員工必須理解安全控制的必要性。請向員工進行解釋，讓他們理解這樣做的思路。但是，即便是最好的監管，也不可能毫無漏洞，應該鼓勵員工提升自己的可靠度。
**187a) People doing auditing should report to people outside the department being audited, and auditing procedures should not be made known to those being audited.**
**187a) 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。**
**187b) Remember: There is no sense in having laws unless you have policemen (auditors) .**
**187b) 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) 堅持到底**
So…
因此：
**... 189) Push through!** You can make great things happen, but you must MAKE great things happen. Times will come when the choice will be to plod along normally or to push through to achieve the goal. The choice should be obvious.
**... 189) 堅持到底！**你能做出偉大的事情，前提是你必須要去做。總有一天，你需要選擇是和往常一樣拖沓行事還是排除萬難達成目標。選擇很明顯。
> As Lee Ann Womack’s country and western song says, when you have a choice between sitting it out or dancing, I hope you'll dance.
> 就像李安沃馬克在鄉村西部歌曲中唱到的那樣，當你面臨逃避還是跳舞的選擇，我希望你選擇跳舞。
### To Make Decisions Effectively…
有效決策
**
... 190) Recognize the Power of Knowing How to Deal with Not Knowing
... 190) 認可在無知時該如何行事的能力**
So…
因此：
**... 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.** That is because there’s way more that we don’t know than what we could possibly ever know.
**... 192) 要知道，處理無知的能力要比知道能力更強大。**這是因為一個人的所知一定遠遠少于未知。
**192a) Embrace the power of asking: “What don’t I know, and what should I do about it?”** Generally you should find believable people and ask their advice, remembering that you are looking to understand their reasoning rather than get their conclusions.
**192a) 鼓勵提問：“有什么是我不知道的呢？那我該怎么辦呢？”**一般情況下，你應該去找一些靠譜的人，聽取他們的意見，記住你要關注的是他們的論證過程，而不是他們的結論。
**192b) Finding the path to success is at least as dependent on coming up with the right questions as coming up with answers.** Successful people are great at asking the important questions and then finding the answers. When faced with a problem, they first ask themselves if they know all the important questions about it; they are objective in assessing the probability that they have the answers; and they are good at open-mindedly seeking believable people to ask.
**192b) 尋找成功的道路上，提出正確問題與獲得正確答案同等重要。成功人士擅長問重要問題，并找到答案。**在遇到困難時，他們首先問問自己是否已經對所有相關的問題都有所了解了。他們能夠客觀評估自己獲得答案的可能性，同時，愿意本著開放的心態向靠譜的人求助。
**... 193) Remember that your goal is to find the best answer, not to give the best one you have.** The answer doesn’t have to be in your head; you can look outside of you. In life the goal is for you to do the right thing, considering the probability that you might be wrong. So it is invaluable to know what you don’t know so that you can figure out a way to find out and/or to get help from others.
**... 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。**最佳答案不一定就是你已知的答案，你也可以尋求外界幫助。生活的目標是做正確的事，同時考慮做錯事的可能性。因此，能夠知道自己不知道什么是非常寶貴的能力，只有這樣，才能想辦法求助他人。
**... 194) While everyone has the right to have questions and theories, only believable people have the right to have opinions.** If you can’t successfully ski down a difficult slope, you shouldn’t tell others how to do it, though you can ask questions about it and even express your views about possible ways if you make clear that you are unsure.
**... 194) 每個人都有權擁有自己的問題和理論，但是只有靠譜的人有權提出觀點。**如果你自己不會在高難度坡道上滑雪，那么你就沒資格告訴別人該怎么滑。當然，你可以就此事提問，也可以在表明自己并不確定的情況下發表自己的觀點，討論可能存在的方式。
**... 195) Constantly worry about what you are missing.** Even if you acknowledge you are a “dumb shit” and are following the principles and are designing around your weaknesses, understand that you still might be missing things. You will get better and be safer this way.
**... 195) 時刻警惕考慮不周的情況。**即便你知道自己很笨，于是嚴格遵守原則，同時圍繞自己的弱點對環境進行了相應設置，但你還是可能有所遺漏。謹慎行事會讓你更成功、更安全。
**195a) Successful people ask for the criticism of others and consider its merit.**
**195a) 成功人士會征求別人的批評意見，并看到批評的價值。**
**195b) Triangulate your view.** Never make any important decisions without asking at least three believable people. Don’t ask them for their conclusions or just do what they tell you to do. Understand, visualize, and assess their reasoning to see if it makes sense to you. Ask them to probe your own reasoning. That’s critical to your learning as well as to your successful handling of your responsibilities.
**195b) 吸收眾人觀點。**永遠不要在沒有向至少三位靠譜的人咨詢的情況下做任何重要決定。不要只是聽取結論，盲目照搬。理解他們的觀點，將其具體化，評估他們的論證過程，看看說的有沒有道理。讓他們也來刺激你自己進行論證。這對于你的學習過程和成功承擔責任都很重要。
**
... 196) Make All Decisions Logically, as Expected Value Calculations
... 196) 做決策要講邏輯，基于期望值測算**
So…
所以說
**...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，確保發生不可接受結果（如搞砸的風險）的可能性為零。**
**197a) 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.**
**197a) 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，知道自己什么沒掌握，至少和知道自己掌握什么一樣有價值。**
**197b) Recognize opportunities where there isn’t much to lose and a lot to gain, even if the probability of the gain happening is low.** It is a reality that there are always multiple possibilitiesand nothing is certain. All decisions are therefore risk/reward bets. Know how to pursue fabulous risk/reward ratios that have a huge upside and very little downside, albeit a small probability of happening. My life has been filled with these.
**197b) 如果有虧少利多的機會要把握，就算獲利可能性低也要試試。**不可否認，世事無絕對，存在不同的可能性。因此，所有的決策都是有風險有回報的賭局。要知道如何實現極佳的風險回報率，即回報巨大，風險極小，當然這種可能性很小。我的人生充滿了這種決策。
**197c) Understand how valuable it is to raise the probability that your decision will be right by accurately assessing the probability of your being right.** I often observe people giving opinionsas soon as they have them, which seems at about the point that they think there’s more than a 50% chance of them being right. Often they don’t pay any attention to the value of raising the probability of being right (e.g., from 51% to 85%) by reflecting harder on whether the answer is right and doing the investigations and double-checking with others to make sure that the answer is right. Remember that, in an expected value sense, raising the probability of being right (e.g., from 51% to 85%) can be worth more than just going from probably wrong (e.g., 45%) to probably being right (e.g., 51%) because we are all playing probabilities. Think about the effects of altering the probabilities of achieving must -dos: if you have a 51% probability of handling a “must-do” correctly, it means that only a bit more than half of your must-dos will be done appropriately, whereas an 85% probability of handling a decision well means that only 15% of the must-dos will be handled badly.
**197c) 精準評估自己決策正確的可能性，以提高決策準確性，這是十分有價值的。**我常看到有人一有想法就不假思索地提出自己的觀點，看似自己觀點的準確性高于50%，卻不做進一步調查，也不同他人進行確認以確保觀點的正確性。這樣認真反思后的答案準確性就能得到提高（比方說從51%提高到85%），可他們往往不以為然。要記住，從期望值角度來看，提高準確性（比方說從51%提高到85%），遠比從可能錯誤的（假設準確性是49%）情況提升為可能是正確的（假設準確性此時是51%）情況要有價值得多，因為我們終究是在拿可能性打賭。試想一下，本來實現必要事項的可能性是51%，那意味著只有略微過半的任務可能順利完成，但準確性一旦提高到了85%就意味著只有15%關鍵事項可能會出問題。
**197d) Don’t bet too much on anything. Make 15 or more good, uncorrelated bets.**
**197d) 任何事情都不能押過多賭注，要留15%或更多余地給無關聯的賭注。**
**
... 198) Remember the 80/20 Rule, and Know What the Key20% Is
... 198）牢記80/20法則，并知道那關鍵的20%是什么**
So…
所以說
**... 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。**
**199a) Don’t be a perfectionist**, because perfectionists often spend too much time on little differences atthe margins at the expense of other big, important things. Be an effective imperfectionist. Solutions that broadly work well (e.g., how people should contact each other in the event of crises) are generally better than highly specialized solutions (e.g., how each person should contact each other in the event of every conceivable crisis) , especially in the early stages of a plan. There generally isn’t much gained by lots of detail relative to a good broad solution. Complicated procedures are tough to remember, and it takes a lot of time to make such detailed plans (so they might not even be ready when needed) .
**199a) 不要做完美主義者。**因為完美主義者在細微差別上過于耗時，因小失大。要成為有效率的非完美主義者。寬泛的解決方案（比方說，遭遇危機時，大家如何保持聯絡）一般比極為專業的解決方案（比方說，面對任何一種可能想到的危機時，大家如何保持聯絡）要更好，這在方案設計初期尤為明顯。寬泛合理的解決方案比充斥了一堆繁雜細節的方案能帶來更多益處，因為過程太復雜不易記住，制定細節龐雜的方案也很耗時間，甚至到需要派上用場時，也可能還未完成。
**199b) 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.** For each ofthem, the marginal gains of studying them past a certain point are limited.
**199b) 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）**，而且研究每件事項所能獲得的邊際收益也是有限的。
**199c) Watch out for “detail anxiety,”** i.e., worrying inappropriately about unimportant, small things.
**199c) 警惕“細節焦慮”，不要小題大做。**
**199d) Don’t mistake small things for unimportant things, because some small things can be very important** (e.g., hugging a loved one) .
**199d) 不要混淆小事情和不重要事項，因為小事情也可能很重要**（舉個例子，給愛的人一個簡單的擁抱就是這如此）。
**... 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.** There are some decisions that are best made after acquiring moreinformation, and some that are best made sooner rather than later. The later a decision is made, the more informed it can be; however, making it later can also have adverse consequences (e.g., postponing progress) . Understanding the trade-off between the marginal gains of acquiring the extra information against the marginal costs of postponing a decision is an important factor in the timing and preparation of decision-making.
**... 200）做決策的時機要恰當，為獲取更多信息而延遲決策，需權衡可獲得的邊際效益和所需耗費的邊際成本。**有些決策適合在進一步咨詢后進行，有些決策則應盡快敲定。決策耗時越長，能獲取更多信息，但也有其負面影響，比如會延遲進展。懂得權衡利弊，要考慮獲取更多信息能帶來的邊際收益，也要關注延遲決策所需耗費的邊際成本，這是影響決策時效性與準備工作的重要因素。
**... 201) Make sure all the “must do’s” are above the bar before you do anything else.** First, distinguish between your “must do’s” and your “like to do’s”. Don’t overlook any “must do’s,” and don’t mistakenly slip the “like to do’s” onto the list. Then, get all the “must do’s” above the bar. Then get all the “must do’s” excellent. If you have time, turn to the “like to do’s” and try to get them above the bar. Only if you have time (though you certainly will not if you are thinking broadly) , turn toward making things perfect. Chances are, you won’t have to deal with the unimportant things, which is better than not having time to deal with the important things. I often hear people say, "Wouldn’t it be good to do this or that,” referring to nice- to-do’s rather than must-do’s that have to be above the bar. Chances are, they are being distracted from far more important things that need to be done well.
**... 201）確保所有“必須完成的任務”在完成前優先于其他任何事情。首先，區分“必須完成的任務”和“喜歡做的任務”。**不要遺漏任何一樣“必須完成的任務”，也不要誤將“喜歡做的任務”列入了任務清單。然后，將“必須完成的任務”排上工作日程并出色地完成這些工作。要還有時間，就回過頭來看看“喜歡做的任務”，著手再完成這些任務。當自己還有多余的時間時，再想想怎么把事情做到完美（如果思維開闊就肯定不會這樣）。實際情況可能是你沒時間處理不重要的事情，這好過于沒時間處理重要的事情。我老聽到有人講：“這樣做或那樣做不好嗎？”他們考慮的是將看起來漂亮的事情優先做，而非“必須完成的任務”，很有可能就忽略了更為重要的事情。
**... 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.** Such people tend to be poor decision-makers.
**... 202）要記住，最佳選擇獲得贊同意見多于反對意見，當然不是說不允許任何反對意見。要警惕有人在沒有適當權衡正反意見時挑錯反對。**這類人不是優秀的決策者。
**... 203) Watch out for unproductively identifying possibilities without assigning them probabilities, because it screws up prioritization.** You can recognize this with phrases like “It’s possible that...” then going on to say something that’s improbable and/or unimportant, rather than something like, “I think there’s a good chance that…” followed by something that’s important or probable. Almost anything is possible. All possibilities must be looked at in terms of their likelihoods and prioritized.
**... 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。**聽到“可能是……”這種句式就明白了，他接下來會說一些無從考據且不重要的事情。如果某人說“我認為很可能……”，這一般后面就會說重要且有所根據的事情了。一切皆有可能，所以要根據可能性與重要性來仔細探究每一種可能的情況。
**... 204) Understand the concept and use the phrase “by and large.”** Too often I hear discussions fail to progress when a statement is made and the person to whom it is made replies, “Not always,” leading to a discussion of the exceptions rather than the rule. For example, a statement like “The people in the XYZ Department are working too many hours” might lead to a response like “Not all of them are; Sally and Bill are working normal hours,” which could lead to a discussion of whether Sally and Bill are working too long, which derails the discussion. Because nothing is 100% true, conversations can get off track if they turn to whether exceptions exist, which is especially foolish if both parties agree that the statement is by and large true. To avoid this problem, the person making such statements might use the term “by and large,” like “By and large, the people in the XYZ Department are working too many hours.” People hearing that should consider whether it is a “by and large” statement and treat it accordingly.
**... 204）理解并運用“總體來說”的概念。**我老聽到這種情況，當有人提出了一個觀點，參與討論的人回復說，“也不總這樣啊”，這時，討論就會陷入僵局。因為他那樣一說，大家就會開始不談常規情況，而開始商討各種例外情況。舉個例子，有人說：“某某部門的員工工作時間太長了。”那別人可能就會回應說：“也不全是吧，薩莉和比爾上班時間就挺正常的呀。”這樣一說，大家討論的重點就會變成薩莉和比爾上班時間到底長不長，這就偏離了討論要點。因為事事無絕對，討論重心若放在研究是否存在例外情況的話，對話就偏離了正軌，要雙方本來就都覺得這件事“總體來說”沒問題的話，這樣做就更蠢了。為避免這個問題，發表論述的人可能會說“總體來說”，比如：“總體來說，某某部門的員工工作時間挺長的。”聽者就要考慮著是不是“總體來說”句式，并依此處理。
**204a) When you ask someone whether something is true and they tell you that “It’s not totally true,” it’s probably true enough.**
**204a) 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**
So…
所以說
**... 206) Understand and connect the dots. To do this well, you have to synthesize what is going on.** Usually it takes diagnosing a few (e.g., five or so) dots of the same type to get at the true root cause so that you can see how the machine should be modified to produce better outcomes. For example, one type of outcome involves someone, let’s call him Harry, handling a type of responsibility (entering an order) . You will need at least a few experiences to learn about Harry doing this. It will pay for you to understand Harry and his handling of orders and have him understand you by looking objectively at the outcomes and by getting in synch, especially about the bad outcomes. The quality of your understanding of your machine and its constituent parts will depend on how well you diagnose and process the important outcomes. If you don’t do this continuously and you don’t synthesize well, you will fail. This isn’t easy.
**... 206）理解并連點成線。要做好這點，需要綜合分析總體情況。**只有診斷幾個同類型的關鍵點（例如五個左右）才能了解問題的根源，進而調整機制，改善結果。。舉個例子，員工也是可被改善的結果之一，我們姑且叫他哈利吧，他負責某項業務（處理訂單）。要了解哈利做得怎么樣至少得經歷幾次觀察，更好了解哈利和他處理訂單的情況，同時讓他理解你，與你達成一致意見，尤其就不好的結果能達成共識，這一過程是回報豐厚的。對機制和其組成部分的理解程度取決于你是否能夠很好地完成了對重要問題的診斷和處理。若不持續這樣做，就沒法做好綜合分析，只會面臨失敗。要順利完成并不是容易的事。
See how the dots connect through time. This requires collecting, analyzing, and sorting lots of different types, and it ain’t easy for most folks. Imagine a day in which eight outcomes occur. Some are good, some bad. Let’s represent this day as follows, with each type of event represented by a letter and the quality of the outcome represented by its height.
要觀察關鍵點是如何在時間軸上關聯起來的，需要收集、分析、大量歸類，對于一般人而言難度頗大。試想某天同時出現了八種結果，有好有壞，下圖就是這樣一天，字母代表事件類別，在圖中的水平高度代表結果的質量：
In order to see the day this way, you must categorize outcomes by type and quality, which will require synthesizing a “by and large” assessment of each. If you didn’t examine the bad outcomes as they occurred, you couldn’t understand what they are symptomatic of. Keep in mind our example is a relatively simple one: only eight occurrences over one day. Now let’s look at what a month looks like.
要利用圖表方式觀察這一天，就得根據類別和質量對結果進行分類，這需要對每一項進行“總體來說”的宏觀分析。不良結果出現如果不進行檢查，就無法了解癥結所在。要記住，我們這個例子相對簡單：一天只出現了八個結果，現在讓我們來看看一個月的情況吧：
Confusing, eh? Some people are much better at this than others.
看暈了是吧？可就是有人擅長觀察這些圖表。
In order to understand how your machine is working to achieve your goals, you have to perceive change over time, charting improvement vs. deterioration. The chart below plots just the type X dots, which you can see improving. As mentioned in the section on diagnosis, you must categorize, understand, and observe the evolution of the different parts of your machine through time, and synthesize this understanding into a picture of how your machine is working and how it should be improved. People who do this well are rare and essential. As with most abilities, synthesizing well is partially innate and partially learned through practice.
想要理解機制如何運轉以實現目標的，你就得觀察一段時間內機制運行產生的變化，繪制圖表，記錄進步與退步。下圖展示了X類別關鍵點的分布，你會發現它在進行改善。講問題診斷的時候我提過，必須分類、理解、觀察一段時間內機制里不同組成部分的變化，然后綜合分析所了解的情況，繪制在圖表上，體現機制的運行情況，了解應如何改善。擅于制表讀表的人少之又少，但卻不可或缺。和大多數能力一樣，進行有效綜合分析的能力一部分是與生俱來，一部分源自后天實踐。
**... 207) Understand what an acceptable rate of improvement is, and that it is the level and not the rate of change that matters most.** I often hear people say, “It’s getting better,” asthough that is good enough when “it” is both below that bar and improving at an inadequate rate. That isn’t good enough. For example, if someone who has been getting 30s and 40s on tests raised his grade to the 50s, you could say he’s improving but the level is still woefully inadequate. Everything important you manage has to be on a trajectory to be “above the bar” and headed for “excellent” at an acceptable pace. For example, in the chart below, the trajectory of A might be acceptable, but B’s trajectory is not. A gets us above the bar in an acceptable amount of time.
**... 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重要。我老聽人講“情況越來越好了”。**然而實際情況是低于預期，改善速度還很慢，這樣的情況根本就稱不上好。舉個例子，假如有個老是考30-40分的人這次考到了50多分，你可以說他進步了，但離令人滿意的分數還差得遠。你所掌握的每件事情，都應朝著“高于預期”，爭取“卓越”的軌跡上穩步前進。如下表所示，A的運行軌跡是可以接受的，但B的運行軌跡無法令人接受。A的軌跡高于預期，并在合理的一段時間內實現。
**... 208) If your best solution isn’t good enough, think harder or escalate that you can’t produce a solution that is good enough.** A common mistake is accepting your own best solutionwhen it isn’t 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。**一個常犯的錯誤是方案還不夠完善，就自認為已經是最佳方案了。
**... 209) Avoid the temptation to compromise on that which is uncompromisable.** You must have and achieve high standards. This is particularly difficult when two uncompromisable things are at odds. At such times, there is a tendency to let one of them go. However, at such times you have to allocate more time to figure out how to best handle this, be more creative, and ask for more input. But don’t compromise on one of the things that shouldn’t be compromised. For example, one of the uncompromisable things I regularly get pressure from people to compromise on is letting great people avoid exploring their mistakes and weaknesses because they find it painful. For reasons articulated throughout these principles, I believe we can’t compromise on this because that process of exploration is healthy for Bridgewater, healthy for them, and key to our culture. I also believe that to allow opt-outs would legitimatize two sets of rules and put our radically honest way of being in jeopardy. But I want great people.
**... 209）經受住誘惑不要在不能妥協的地方妥協**。你必須有且取得很高的標準。當你有兩個不可妥協的事情互相起沖突的時候，這尤其困難。在這種時候,你有放棄其中之一的傾向。然而,在這種時候, 你需要更多的時間來搞清如何最好的處理這件事，要更有創造性,并要求更多的輸入。但是不要再兩者之中任何一件不能妥協的事情上面妥協。 比如,我最近經常感到壓力的就是人們經常妥協而我認為是絕對不能妥協的一件事之一是讓優秀的人物避免和探索他們的錯誤和缺點,因為這些優秀的人物認為這太痛苦了。因為在前文原則中所清晰地表達的各種理由中,我相信我們不能在這一點上面妥協，因為優秀的人物探索的過程對橋水公司有益處,對優秀人物本人有益處,是我們文化的關鍵所在。我也相信如果我收回兩條原則將會使得這兩個規則合法化（原則一人們不需要探索自己的缺點和弱點。原則二員工不能不要優秀的人去探索他們的缺點和弱點）并且使我們的底層的誠實的的行為方式處于危險之中。但是我想要優秀的員工。
Everyone is wrestling with some things, but most people don’t talk about them—some people don’t like to probe you about your weaknesses because they think it’s unkind or awkward. And it’s often difficult for us to see and accept our own weaknesses. So when you are really in synch with others about what you’re wrestling with, that is a great step forward, because this feedback is probably true.
每個人都有為之苦惱的事情，但多數人對此避而不談。一般人們不會想去探尋你身上的缺點，他們認為這很無禮也很尷尬，而發現并接受自身缺點又非易事。所以兩個所苦惱的事情一旦契合，就意味著取得了很有意義的進步，此時雙方的反饋可能是坦誠真實的。
**... 210) Don’t try to please everyone.** Not everyone is going to be happy about every decision you make,especially the decisions that say they can’t do something.
**... 210）不要試圖取悅所有人。**你做的每個決策都不可能讓每個人都滿意，尤其是當決策否決了某些人的做法時，他們更是不會滿意的。
