塑造良好的公司 化
... 1) Trust in truth.
... 1) 相信真相
... 2) Realize that you have nothing to fear from truth.
... 2) 你要知道，真相没什么可怕的。
... 3) Create an environment in which everyone has the right to understand what makes sense and no one has the right to hold a critical opinion withoutspeaking up about it.
... 3) 创造这样 种氛围，只要是合理的事情， 都能相互理解，没有 有权妄加批评，除 他能开诚布公地讲他的理由。
... 4) Be extremely open.
... 4) 要极为开放。
... 5) Have integrity and demand it from others.
... 5) 保持正直，要求别 也必须保持正直。
a) Never say anything about a person you wouldn’t say to them directly, and don’t try people without accusing them to their face.
a) 若当 不对别 进 评论，背地 也不要说。若未曾当 控诉过别 ，也不要背地 试探。
b) Don’t let “loyalty” stand in the way of truth and openness.
b) 所谓的“忠诚”不能成为真相与开放的拦路 。
... 6) Be radically transparent.
... 6) 要极为透明。
a) Record almost all meetings and share them with all relevant people.
a) 记录每 次会议，并分享给与之有关系的 。
... 7) Don’t tolerate dishonesty.
... 7) 绝不容忍失信。
a) Don’t believe it when someone caught being dishonest says they have seen the light and will never do that sort of thing again.
a) 不要相信失信之 说他已痛改前 ，绝不再犯。
... 8) Create a Culture in which it is oK to make mistakes but unacceptable Not to identify, Analyze, and Learn From Them
... 8) 创造这样 种 化：容许犯错，并从错误中进 识别、分析、吸取教训。
... 9) Recognize that effective, innovative thinkers are going to make mistakes ... 9）要意识到处事 效创新的思考者都会犯错。
... 10) Do not feel bad about your mistakes or those of others. Love them!
... 10）不要为 或别 犯的错 郁郁寡欢，要热爱这些错！
... 11) Observe the patterns of mistakes to see if they are a product of weaknesses.
... 11）仔细观察所犯错误的模式，看看它们是不是 缺点所导致。
... 12) Do not feel bad about your weaknesses or those of others.
... 12）不要因为 或别 的缺点 感到糟糕。
... 13) Don’t worry about looking good - worry about achieving your goals.
... 13）别 担 上过不过得去， 要担 是否会影响 的的实现。
... 14) Get over “blame” and “credit” and get on with “accurate” and “inaccurate.”
... 14）别去管“责备”或“赞扬”，要习惯关注错误的归因是“精准”还是“不精准”。
... 15) Don’t depersonalize mistakes.
... 15）错误归因要具体到个 。
... 16) Write down your weaknesses and the weaknesses of others to help remember and acknowledge them.
... 16）写下你和别 的缺点，帮助 牢记并承认这些缺点。
... 17) When you experience pain, remember to reflect.
... 17）若因犯了错 感到痛苦，记得要反省。
... 18) Be self-reflective and make sure your people are self-reflective.
... 18）要 我反思，也确保你 边的朋友们也都是懂得 我反思的。
... 19) Teach and reinforce the merits of mistake-based learning.
... 19）教导和强化基于错误学习的优点。
a) The most valuable tool we have for this is the issues log (explained fully later) , which is aimed at identifying and learning from mistakes.
a) 最有效的 具是建 “问题 志”（下 中将详述），旨在鉴别问题，并从中吸取教训。
...20) Constantly Get in Synch.
...20）不断争取意 统 。
... 21) Constantly get in synch about what is true and what to do about it.
... 21）要去伪存真，争取在解决 案上的意 统 。
... 22) Talk about “Is it true?” and “Does it make sense?”
... 22）讨论“这是对的么？”和“这事有意义么？”
... 23) Fight for right.
... 23）认为对的事情，要据理 争。
... 24) Be assertive and open-minded at the same time.
... 24）既要 场坚定，也要保持兼容并蓄。
a) Ask yourself whether you have earned the right to have an opinion.
a) 问问 ，是否拥有发表观点的权利。
b) Recognize that you always have the right to have and ask questions.
b) 要知道 始终拥有提问的权利。
c) Distinguish open-minded people from closed-minded people.
c) 区分思维开放的 和思想保守的 。
d) Don’t have anything to do with closed-minded, inexperienced people.
d) 思想保守、缺乏经验之 ，还是敬 远之吧。
e) Be wary of the arrogant intellectual who comments from the stands without having played on the field.
e) 谨防纸上谈兵、夸夸其谈的 。
f) Watch out for people who think it’s embarrassing not to know.
f) 谨防那些不知为耻的 。
... 25) Make sure responsible parties are open-minded about the questions and comments of others.
... 25）确保主要责任 对于他 提出的问题与评论都是持开放态度的。
... 26) Recognize that conflicts are essential for great relationships because they are the means by which people determine whether their principles are alignedand resolve their differences.
... 26）要意识到，冲突对于建 重要关系是 有裨益的，因为通过冲突 们才能确定对 的原则是否与 的 致，便于化解分歧。
a) Expect more open-minded disagreements at Bridgewater than at most other firms.
a) 在桥 联合基 公司 ，要期待 其他公司更多的不拘于成 的分歧。
b) There is giant untapped potential in disagreement, especially if the disagreement is between two or more thoughtful people
b) 分歧中蕴含巨 潜 ，尤其对于两个有想法的 之间的分歧 ，更是如此。
... 27) Know when to stop debating and move on to agreeing about what should be done.
... 27）知道什么时候终 辩论，进 讨论 致的解决 案。
a) However, when people disagree on the importance of debating something, it should be debated.
a) 当有 质疑就某事展开辩论的重要性时，辩论是有必要的。
b) Recognize that “there are many good ways to skin a cat.”
b) “办法总 问题多”。
c) For disagreements to have a positive effect, people evaluating an individual decision ordecision-maker must view the issue within a broader context.
c) 要想通过分歧获得积极的结果，评估个 抉择或决策者的观点时需要树 局观。
d) Distinguish between 1) idle complaints and 2) complaints that are meant to lead to improvement.
d) 要区分两个概念：1） 的抱怨 2）旨在实现改善的合理诉求。
... 28) Appreciate that open debate is not meant to create rule by referendum.
... 28）赞赏开放式辩论的讨论 式并不意味着要通过全体投票来制定规则。
... 29) Evaluate whether an issue calls for debate, discussion, or teaching.
... 29）要评估事项是否需要辩论、讨论或传授。
a) To avoid confusion, make clear which kind of conversation (debate, discussion, or teaching) you are having a) 为了避免产 误解，需要确定使 何种沟通 式（辩论、讨论或传授）。
b) Communication aimed at getting the best answer should involve the most relevant people.
b) 旨在获得最佳 案的沟通，应该邀请最相关的 参与其中。
c) Communication aimed at educating or boosting cohesion should involve a broader set of people than would be needed if the aim were just getting the best answer.
c) 旨在教育，增强凝聚 的沟通，如果 标是获取最优解决 案，那么就应该听取更多 的意 。
d) Leverage your communication.
d) 充分利 各种沟通 段。
... 30) Don’t treat all opinions as equally valuable.
... 30) 不要对所有的观点 视同仁。
a) A hierarchy of merit is not only consistent with a meritocracy of ideas but essential forit.
a) 能 层级不仅需要与观点优先原则相 致，更是后者的必然要求。
... 31) Consider your own and others’ “believabilities.”
... 31）思考 和别 的可信度。
a) Ask yourself whether you have earned the right to have an opinion.
a) 问问 ，是否拥有发表观点的权利。
b) People who have repeatedly and successfully accomplished the thing in question andhave great explanations when probed are most believable.
b) 若有 多次成功解决悬 未决的问题， 对质疑也能讲得头头是道，这种 的观点最可信。
c) If someone asks you a question, think first whether you’re the responsible party/rightperson to be answering the question.
c) 如果有 问你 个问题， 先要考虑 是不是能够解答这个问题的 。
... 32) Spend lavishly on the time and energy you devote to “getting in synch”because it’s the best investment you can make.
... 32）为了“意 统 ”，花再多的时间与精 都不为过，因为这是最有价值的投资。
... 33) If it is your meeting to run, manage the conversation.
... 33）如果是你主持会议，请协调好会议中各 的讨论。
a) Make it clear who the meeting is meant to serve and who is directing the meeting.
a) 弄清会议的服务 和主持 。
b) Make clear what type of communication you are going to have in light of the objectivesand priorities.
b) 根据会议 标与重点议题，确定会议的交流 式。
c) Lead the discussion by being assertive and open-minded.
c) 主持讨论要坚定 信，开诚布公。
d) A small group (3 to 5) of smart, conceptual people seeking the right answers in anopen-minded way will generally lead to the best answer.
d) 组织三 五 的 组讨论，邀请思维灵活、概念清晰的成员开放地寻求最佳 案，这种情况 般能取得最好的效果。
e) 1+1=3.
f) Navigate the levels of the conversation clearly.
f) 要明确讨论的层次的 向。
g) Watch out for “topic slip.”
g) 注意不要让讨论偏题。
h) Enforce the logic of conversations.
h) 增强沟通的逻辑性。
i) Worry about substance more than style.
i) 实质内容 形式更重要。
j) Achieve completion in conversations.
j) 在讨论中要得出 定结论。
k) Have someone assigned to maintain notes in meetings and make sure follow-throughhappens.
k) 安排 做会议纪要，保证会议讨论的事项后续落实。
l) Be careful not to lose personal responsibility via group decision-making.
l) 需要注意的是，集体决策时不要忘记了个 的职责。
... 34) Make sure people don’t confuse their right to complain, give advice, anddebate with the right to make decisions.
... 34）不要将控诉、献 献策、辩论的权利同抉择权混为 谈。
... 35) Recognize that getting in synch is a two-way responsibility.
... 35）要认识到，达成意 统 是双向责任。
... 36) Escalate if you can’t get in synch.
... 36）如果意 法统 ，提交上级进 讨论。
To Get the People Right…
选对 ， 对
... 37) Recognize the Most Important Decisions You Make Are Who You Choose toBe Your Responsible Party ... 37）要知道，最重要的选择是选谁做负责 。
... 38) Remember that almost everything good comes from having great peopleoperating in a great culture.
...38）要记住， 乎所有的成功都是来 优秀的 化以及在其中 作的优秀的 才。
... 39) First, match the person to the design.
... 39） 先，要选择合适的 参与规划。
a) Most importantly, find people who share your values.
a) 最为重要的是要找同你价值观 致的 。
b) Look for people who are willing to look at themselves objectively and have character.
b) 要找愿意客观评价 且有 性格特点的 。
c) Conceptual thinking and common sense are required in order to assign someone theresponsibility for achieving goals (as distinct from tasks) .
c) 根据需要完成任务和实现 标，选择具备相关概念性思维和常识的 履职尽责。
... 40) Recognize that the inevitable responsible party is the person who bears theconsequences of what is done.
... 40）必然责任 是需要承担 切后果的。
... 41) By and large, you will get what you deserve over time.
... 41）总的来说， 积 累，你会得到你应得的。
... 42) The most important responsible parties are those who are most responsible forthe goals, outcomes, and machines (they are those higher in the pyramid) .
... 42）最重要的责任 要为 标、结果和组织机构负主要责任（即位于组织 的上层的 ）。
... 43) Choose those who understand the difference between goals and tasks to runthings.
... 43）选择那些明 “ 标”与“任务”之间差异的 来做事。
...44) Recognize that People Are Built Very Differently ...44) 要知道每个 来和后天塑造都是不同的。
... 45) Think about their very different values, abilities, and skills.
... 45）考虑他们在价值观、能 和技能上的差异。
... 46） Understand what each person who works for you is like so that you know whatto expect from them.
... 46）要了解你每个员 的情况，才能知道你能在他们 上有何种期待。
... 47) Recognize that the type of person you fit in the job must match therequirements for that job.
... 47）岗位 要与职位要求相匹配。
... 48) Use personality assessment tests and quality reflections on experiences tohelp you identify these differences.
... 48）通过性格测试以及员 作经历中反映的性格特点来帮助 了解他们之间的差异。
... 49) Understand that different ways of seeing and thinking make people suitable fordifferent jobs.
... 49）要知道，每个 的观察与思考 式不同，因此适合的职位也不同。
a) People are best at the jobs that require what they do well.
a) 们在所擅 的领域 作表现最佳。
b) If you’re not naturally good at one type of thinking, it doesn’t mean you’re precludedfrom paths that require that type of thinking
b) 若你天 不擅 某种思维 式，并不意味着就做不好需要这种思维 式的 作。
... 50) Don’t hide these differences. Explore them openly with the goal of figuring outhow you and your people are built so you can put the right people in the rightjobs and clearly assign responsibilities.
... 50）不要隐藏这些差异，坦诚沟通，以深 了解 和员 ，把合适的 在合适的岗位上，并明确任务分 。
... 51) Remember that people who see things and think one way often have difficultycommunicating and relating to
people who see things and think another way.
... 51）要记住，看待事物与思维 式不同的 ，在交流和相处上是存在困难的。
... 52) Hire Right, Because the Penalties of Hiring Wrong Are Huge ... 52）雇佣对的 ， 错了 ，代价会极为惨重。
... 53) Think through what values, abilities, and skills you are looking for.
... 53) 仔细审度 想要的员 应具备什么样的价值观、能 和技能。
... 54) Weigh values and abilities more heavily than skills in deciding whom to hire.
... 54）招聘员 时，要多考虑员 的价值观与能 ，这 技能更重要。
... 55) Write the profile of the person you are looking for into the job description.
... 55）招聘员 时，在岗位说明 描述希望招到 个什么样的员 。
... 56) Select the appropriate people and tests for assessing each of these qualitiesand compare the results of those
... 56) Select the appropriate people and tests for assessing each of these qualitiesand compare the results of those