Page 445 - Ray Dalio - Principles
P. 445

with  authority.  My  ideal  is  to  have  a  process  in  which
                       everyone  contributes  criteria  for  good  decision  making  and
                       those  criteria  are  assessed  and  selected  by  appropriately

                       assigned  (believable)  people.  If  people  maintain  the  right
                       balance  of  open-mindedness  and  assertiveness  so  they
                       understand  where  they  are  and  aren’t  believable  to  make
                       decisions,  having  these  open  discussions  on  the  criteria  for
                       assessing  and  managing  people  can  be  very  powerful  in
                       building and reinforcing the idea meritocracy.

                          We have early-stage tools that achieve these things and we

                       are  striving  to  refine  them  so  that  our  people  management
                       system operates as effectively as our investment management
                       system.

                          Even with its imperfections, our evidence-based approach
                       to  learning  about  people,  guiding  them,  and  sorting  them  is
                       much  fairer  and  more  effective  than  the  arbitrary  and
                       subjective  management  systems  that  most  organizations  still

                       rely on. I believe that the forces of evolution will push most
                       organizations  toward  systems  that  combine  human  and
                       computer  intelligence  to  program  principles  into  algorithms
                       that substantially improve decision making.

                          In  the  Appendix,  I’ve  provided  detailed  descriptions  of  a
                       number  of  the  tools  and  protocols  that  support  this  idea-

                       meritocratic approach and reinforce the behaviors that people
                       need to operate consistently with it. They are designed to help
                       us  achieve  our  goals  of  1)  learning  what  people  are  like,  2)
                       sharing  what  people  are  like,  3)  providing  personalized
                       training and development, 4) offering guidance and oversight
                       in specific situations, and 5) helping managers sort people into
                       the right roles or out of the company based on what they are
                       like and what is required.


                          You don’t need to use these same tools and protocols for
                       your  own  idea  meritocracy,  but  you  should  have  ways  of
                       producing the internalized learning that it will require. While
                       ours  have  evolved  a  lot,  yours  don’t  have  to  be  as  fancy  or
                       automated.  For  example,  providing  a  form  or  a  template  to
                       help  guide  people  through  the  steps  required  for  them  to

                       manage  their  work  or  carry  out  a  process  will  yield  better
   440   441   442   443   444   445   446   447   448   449   450