Page 417 - Ray Dalio - Principles
P. 417

3. If the outcome is bad, is the Responsible Party incapable and/or is the
                                design bad?

                          If you keep those big questions in mind and anchor back to
                       them, you should do well. What follows is a guide for getting

                       the  answers  to  these  big-picture  questions,  mostly  using  a
                       series  of  simple  either/or  questions  to  help  you  get  to  the
                       synthesis you are looking for at each step. You should think of
                       these as the answers you need before moving to the next step,
                       leading all the way to the final diagnosis.

                          You can, but don’t need to, follow these questions or this
                       format exactly. Depending on your circumstances, you may be

                       able to move through these questions quickly or you may need
                       to ask some different, more granular questions.

                       Is  the  outcome  good  or  bad?  And  who  is  responsible  for  the
                       outcome?  If  you  can’t  quickly  get  in  sync  that  the  outcome
                       was  bad  and  who  specifically  was  responsible,  you’re
                       probably already headed for the weeds (in other words, into a
                       discussion of tiny, irrelevant details).

                       If the outcome is bad, is the RP incapable and/or is the design bad? The goal

                       is to come to this synthesis, though to get there you may need
                       to examine how the machine worked in this instance and build
                       the synthesis from there.

                       How should the machine have worked? You may have a mental map
                       of who should have done what, or you may need to fill it in
                       using  other  people’s  mental  maps.  In  any  case,  you  need  to
                       learn  who  was  responsible  for  doing  what  and  what  the

                       principles  say  about  how  things  should’ve  gone.  Keep  it
                       simple!  At  this  stage,  a  common  pitfall  is  to  delve  into  a
                       granular examination of procedural details rather than stay at
                       the level of the machine (the level of who was responsible for
                       doing  what).  You  should  be  able  to  crystallize  your  mental

                       map  in  just  a  few  statements,  each  connected  to  a  specific
                       person. If you are delving into details here, you are probably
                       off  track.  Once  you’ve  established  the  mental  map  the  key
                       question is:

                       Did the machine work as it should have? Yes or no.
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