![]() Other cool things I took away were the concepts of believability (formalizing and quantifying how trustworthy someone is), which psychological/personality tests they believe in, and the collection of tools they use to make their principles actionable on a daily basis.Īs I was reading this book, I did catch myself wondering whether so much thinking of one's organization as a machine and doing everything idea-meritocratically and believability-weighted hampers any of the human elements of working on a company together. My second biggest takeaway is how to maintain a balance between open-mindedness and assertiveness while arguing about a decision. I had done some of the former but not the latter, and after reading this book, I started my own list of written principles. My first biggest takeaway overall from the book is the idea that one should consider what principles one is operating under in general and write them down. I want to feel what the idea-meritocratic culture is like and if it is in fact so different from other places and how embodied all these principles really are. The organization, Bridgewater, does sound unique, and I'd love to experience firsthand how believability-weighted decision making happens in real-time using all the tools he described. While I did learn a lot and have a lot of new things to think about now, I didn't think the book was as life-changing or revolutionary as some of the hype makes it out to be. The book was very well organized and presents a very interesting approach for running an organization. I had heard so many good things about the book and had really enjoyed listening to some of the podcasts and speeches the author has given. I finally finished making my way through Principles: Life and Work by Ray Dalio.
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