Page 284 - Ray Dalio - Principles
P. 284

Some  people  have  called  this  way  of  operating  radical
                       straightforwardness.

                          I knew that if radical truth and radical transparency didn’t
                       apply  across  the  board,  we  would  develop  two  classes  of

                       people  at  the  company—those  with  power  who  are  in  the
                       know, and those who aren’t—so I pushed them both to their
                       limits. To me, a pervasive Idea Meritocracy = Radical Truth
                       + Radical Transparency + Believability-Weighted Decision
                       Making.

                          From  a  small  group  of  people  arguing  informally  about
                       what’s true and what to do about it, we developed approaches,

                       technologies, and tools over the last forty years that have taken
                       us  to  a  whole  other  level,  which  has  been  eye-opening  and
                       invaluable in ways that you can read about in the tools chapter
                       at the end of this book. We have always been unwavering in
                       providing this environment, and we let the people who didn’t
                       like it self-select themselves out of the company.

                          By  being  radically  truthful  and  radically  transparent,  we

                       could see that we all have terribly incomplete and/or distorted
                       perspectives.  This  isn’t  unique  to  Bridgewater—you  would
                       recognize the same thing if you could see into the heads of the
                       people around you. As explained in Understand That People
                       Are  Wired  Very  Differently,  people  tend  to  see  the  same

                       situations  in  dramatically  different  ways,  depending  on  how
                       their brains are wired.

                          Seeing  this  will  help  you  evolve.  At  first  most  people
                       remain  stuck  in  their  own  heads,  stubbornly  clinging  to  the
                       idea that their views are best and that something is wrong with
                       other people who don’t see things their way. But when they
                       repeatedly face the questions “How do you know that you’re

                       not  the  wrong  one?”  and  “What  process  would  you  use  to
                       draw  upon  these  different  perspectives  to  make  the  best
                       decisions?” they are forced to confront their own believability
                       and see things through others’ eyes as well as their own. This
                       shift in perspective is what produces great collective decision
                       making. Ideally, this takes place in an “open-source” way, with
                       the  best  ideas  flowing  freely,  living,  dying,  and  producing

                       rapid evolution based on their merits.
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