Page 296 - Ray Dalio - Principles

able to sort through them well is important to understand.
Chapter Five explains our system for believability-weighted
decision making.

Since disagreements sometimes remain even after decisions

are made, one also needs principles for resolving them that are
clearly communicated, consistently adhered to, and universally
recognized as fair. I go over these in Chapter Six.

MAKE YOUR IDEA MERITOCRACY

WORK IN A WAY THAT SUITS YOU

While all of what you read here may seem challenging and
complicated in practice, if you believe as I do that there is no
better way to make decisions than to have believable people

open-mindedly and assertively surface, explore, and resolve
their differences, then you will figure out what it takes to
operate that way. If an idea meritocracy doesn’t work well, the
fault doesn’t lie in the concept; it lies in people not valuing it
enough to make sure that it works.

If you take nothing else away from this book, you owe it to
yourself to see what it’s like to experience an idea meritocracy.

If it makes sense to you, I hope you will take the plunge. It
won’t take long for you to understand what a radical difference
it will make to your work and your relationships.