Page 238 - Ray Dalio - Principles

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Specifying our investment decision-making criteria in
algorithms and running historical data through them, or
specifying our work principles in algorithms and using them to
aid in management decision making, are just bigger and more
complicated versions of that smart thermostat. They allow us

to make more informed and less emotional decisions much
faster than we could on our own.

I believe that people will increasingly do this and that
computer coding will become as essential as writing. In time,
we will use machine assistants as much for decision making as
we do for information gathering today. As these machines help
us, they will learn about what we are like—what we value,

what our strengths and weaknesses are—and they will be able
to tailor the advice they give us by automatically seeking out
the help of others who are strong where we are weak. It won’t
be long before our machine assistants are speaking to others’
machine assistants and collaborating in this way. In fact, that’s
beginning to happen already.

Imagine a world in which you can use technology to

connect to a system in which you can input the issue you’re
dealing with and have exchanges about what you should do
and why with the highest-rated thinkers in the world. We’ll