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3.8 AVERAGE
3.8 AVERAGE
A book that need to be read more than once, maybe read it one time cover to cover, then reference when needed. Lots of principles that can help you make right decisions in tough times.
informative
inspiring
reflective
slow-paced
I don’t agree with everything but overall quite good- very honest though at times inhuman. Highly logical. Will be returning to the principles to help clarify situations/emotions at work.
challenging
hopeful
medium-paced
Ray Dalio 是知名的基金經理，之前看過的他的訪問很佩服他的分析，因而有興趣看他這本書，自以為《原則》肯定是關於股票/商品交易或者理財的一些原則，但原來是他對於管理橋水公司和生活思維上的原則，全書巨細無遺地解釋他對於管理公司的哲學思想，如何用人，如何管理員工等等，對於我自由工作者來說感受不深，所以不好意思，給出3星這個分數是有點把書的評分拉低了
雖然這書不適合我，但我大大推薦給各老闆和管理階層的人員，我充份感受到Ray Dalio 的聰明謙虛和魄力，文字行間充斥著理性，成功的人果然不是一夜暴富，還是默默耕耘，一步一腳印把路給走出來，期間不斷思考自己嘅缺點、珍惜每一個錯誤帶來的機會，對管理階層人員來說應該是整本書有90% 都能劃出重點的那種書。
雖然這書不適合我，但我大大推薦給各老闆和管理階層的人員，我充份感受到Ray Dalio 的聰明謙虛和魄力，文字行間充斥著理性，成功的人果然不是一夜暴富，還是默默耕耘，一步一腳印把路給走出來，期間不斷思考自己嘅缺點、珍惜每一個錯誤帶來的機會，對管理階層人員來說應該是整本書有90% 都能劃出重點的那種書。
A bit drawn out, but an excellent take on life, meaning, and work.
This was a fairly dense read. That was my first thought as the book is incredibly crammed of the wisdom of Ray Dalio who's one of the most successful hedge fund managers. The book is divided into two parts, life and work and deals with Dalio's principles or values for both. The life principles were the most interesting for me and I enjoyed reading about his life and the principles he drew of them. One issue I found was that it read a bit too much of hindsight bias, that the principles he has now from a lifetime of experience was created from every single mistake that he made during his life. Did he never have a day where he didn't learn some insight of that day? Anyway the principles themselves are quite sensible. If you read enough self-help books as I have there's nothing quite new about any of this.
For work principles it's a different story. A lot of the organizational principles noted here and the descriptions of the implementation is simply a manual of how they work in Bridgewater. Which is interesting but then again, it's a sample size of 1 so while most of it sounds like common sense, some other principles just seems very specific and perhaps hard to replicate. Dalio does caution that it's not necessarily all of it that needs to be implemented but it's still hard to not think that perhaps he thinks that Bridgewater is the pinnacle of work.
Overall the book is chockfull of interesting content although it's a complete slog to get through and it repeats itself so many times as the principles are organized after main principles but there's themes going through the book that cause a lot of the repetition.
For work principles it's a different story. A lot of the organizational principles noted here and the descriptions of the implementation is simply a manual of how they work in Bridgewater. Which is interesting but then again, it's a sample size of 1 so while most of it sounds like common sense, some other principles just seems very specific and perhaps hard to replicate. Dalio does caution that it's not necessarily all of it that needs to be implemented but it's still hard to not think that perhaps he thinks that Bridgewater is the pinnacle of work.
Overall the book is chockfull of interesting content although it's a complete slog to get through and it repeats itself so many times as the principles are organized after main principles but there's themes going through the book that cause a lot of the repetition.
Ця книга є фантастичною та надзвичайно організованою. Автор починає книгу, розповідаючи читачеві про те, ким він є і як він прийшов до викладених принципів. Ця частина книги корисна для тих, хто не знайомий з передісторією автора.
У другій частині книги автор вникає в речі неймовірно важливі, але складні для реалізації. Коротше кажучи, він надає дорожню карту та інструменти (за допомогою алгоритмічних засобів), щоб досягти всього, що ви хочете в житті. В ній є маса визначень і практичних порад щодо того, як досягати своїх цілей. Рей Даліо надає п’ятиетапний процес досягнення того, що ви хочете від життя, і це ще все передано в максимально зрозумілій формі.
У третьому розділі книги автор навчає, як створити команду/організацію, яка збирається досягти цілей/місії, викладених у другій частині книги.
Я не втомлюсь вихваляти цю чудову книгу. Вона точно стане однією з тих рідкісних книг, які все ще читають і рекомендують через 100 років, оскільки Принципи позачасові, чіткі та змінюють життя.
У другій частині книги автор вникає в речі неймовірно важливі, але складні для реалізації. Коротше кажучи, він надає дорожню карту та інструменти (за допомогою алгоритмічних засобів), щоб досягти всього, що ви хочете в житті. В ній є маса визначень і практичних порад щодо того, як досягати своїх цілей. Рей Даліо надає п’ятиетапний процес досягнення того, що ви хочете від життя, і це ще все передано в максимально зрозумілій формі.
У третьому розділі книги автор навчає, як створити команду/організацію, яка збирається досягти цілей/місії, викладених у другій частині книги.
Я не втомлюсь вихваляти цю чудову книгу. Вона точно стане однією з тих рідкісних книг, які все ще читають і рекомендують через 100 років, оскільки Принципи позачасові, чіткі та змінюють життя.
informative
inspiring
reflective
slow-paced
Ray Dalio, founder of the largest and arguably most successful hedge fund in the world, tells the story of his life, and shares his approach to work, building organizations, dealing with people, and life in general. Is it a biography? Is it Self help? A life coach in book for? Business and org theory? Yes.
His life story is in many ways, a bit dull, at least in the way that it's told. It's work hard, success, work hard, more success, with a handful of failures which Dalio duly learns life lessons from. Through his story though we get a peak into Dalio's worldview, which in a nutshell is, reductive materialist humanism with a healthy dose of sunny glass-half-full optimism. Dalio worships reason and critical thought, these are to Dalio the hammers, and the world is made of nails. As such he breezily applies his formula (set goals, identify problems, diagnose root causes, design plan, execute) to everything. Implicit (actually explicitly, he actually says so), is his belief that there is nothing that cannot be understood with enough resources and diligence. He writes at one point if there were a computer large enough with enough data about the world, it will be able to predict the future perfectly. Everything therefore, to Dalio, is a machine, with understandable inputs and outputs. Company? In goes people and culture, out comes products, services, profits. Human beings? In goes genetics, environment, food, learning, out comes everything life gives us. He’s not wrong, but the outlook is so coldly materialist... determinist? Fatalism? Or maybe naively empirical. It's his conviction that the world is fundamentally knowable, that although he recognizes what he is ignorant of, those shadows are just shadows where knowledge has not yet penetrated, in his mind there is no such thing as unknowable mysteries, this makes the world that much more... approachable? It energizes you to engage the world and to solve it like a game, but in its reductionism I can’t help but imagine it reduces ones picture of the world from hr technicolor that the mysterious adds, to a colder empirical greyscale rendering. Another disturbing aspect is that some of Dalio's musings start to sound a lot like social darwinism when he talks about his admiration for the evolutionary process.
The second half is geared more towards answering: how does one build and maintain a truly meritocratic organization. There are plenty of interesting ideas here, and they are all at their core simple (although often powerful) ideas, but at the end of the day what Dalio leaves unstated, is that not all (or even most) organizations SHOULD be, or would benefit from, functioning as the type of radical meritocracy he cherishes. Also a fair amount of his advice is really just lean management theory restated in different works.
Dalio's advice is also often specific and practical in unexpected ways. He gives oddly specific timelines, like establishing 18 months as how long it takes to practice and change a habit, or that it takes 6-12 months of close contact to learn what a person is like.
A couple of principles that I found especially thought-provoking:
Beware of false binary choices (there's usually a third way for the creative)
Realize that you are both everything and nothing
Weight second and third-order consequences
Spend lavishly on time to getting in sync (time up front to get on the same page with someone you're working with)
2-minute rule: to avoid interruptions, give people 2 minutes to explain their thinking before jumping in
For complex decisions, a group of 3-5 is better than less or more
Be generous and expect generosity from others
Everyone thinks what they do is more important than it is
Assign people the job of perceiving problems (quality assurance should be independent from making the widget)
Don't start with generalizations, be specific
Organize departments by goals not functions, and avoid matrixed orgs
His life story is in many ways, a bit dull, at least in the way that it's told. It's work hard, success, work hard, more success, with a handful of failures which Dalio duly learns life lessons from. Through his story though we get a peak into Dalio's worldview, which in a nutshell is, reductive materialist humanism with a healthy dose of sunny glass-half-full optimism. Dalio worships reason and critical thought, these are to Dalio the hammers, and the world is made of nails. As such he breezily applies his formula (set goals, identify problems, diagnose root causes, design plan, execute) to everything. Implicit (actually explicitly, he actually says so), is his belief that there is nothing that cannot be understood with enough resources and diligence. He writes at one point if there were a computer large enough with enough data about the world, it will be able to predict the future perfectly. Everything therefore, to Dalio, is a machine, with understandable inputs and outputs. Company? In goes people and culture, out comes products, services, profits. Human beings? In goes genetics, environment, food, learning, out comes everything life gives us. He’s not wrong, but the outlook is so coldly materialist... determinist? Fatalism? Or maybe naively empirical. It's his conviction that the world is fundamentally knowable, that although he recognizes what he is ignorant of, those shadows are just shadows where knowledge has not yet penetrated, in his mind there is no such thing as unknowable mysteries, this makes the world that much more... approachable? It energizes you to engage the world and to solve it like a game, but in its reductionism I can’t help but imagine it reduces ones picture of the world from hr technicolor that the mysterious adds, to a colder empirical greyscale rendering. Another disturbing aspect is that some of Dalio's musings start to sound a lot like social darwinism when he talks about his admiration for the evolutionary process.
The second half is geared more towards answering: how does one build and maintain a truly meritocratic organization. There are plenty of interesting ideas here, and they are all at their core simple (although often powerful) ideas, but at the end of the day what Dalio leaves unstated, is that not all (or even most) organizations SHOULD be, or would benefit from, functioning as the type of radical meritocracy he cherishes. Also a fair amount of his advice is really just lean management theory restated in different works.
Dalio's advice is also often specific and practical in unexpected ways. He gives oddly specific timelines, like establishing 18 months as how long it takes to practice and change a habit, or that it takes 6-12 months of close contact to learn what a person is like.
A couple of principles that I found especially thought-provoking:
Beware of false binary choices (there's usually a third way for the creative)
Realize that you are both everything and nothing
Weight second and third-order consequences
Spend lavishly on time to getting in sync (time up front to get on the same page with someone you're working with)
2-minute rule: to avoid interruptions, give people 2 minutes to explain their thinking before jumping in
For complex decisions, a group of 3-5 is better than less or more
Be generous and expect generosity from others
Everyone thinks what they do is more important than it is
Assign people the job of perceiving problems (quality assurance should be independent from making the widget)
Don't start with generalizations, be specific
Organize departments by goals not functions, and avoid matrixed orgs