"Charging" is a dry goods column launched by Entrepreneurial State, which aims to serve Internet users, venture capitalists and entrepreneurs in a busy city and become a charging station in a fragmented era.

What are the principles of the author, Tian Tian, and editor, Yu Qiao

?

"The most important thing I have learned in my life is a lifestyle based on principles, which helps me find out what the truth is and how to act accordingly."

"Principles are fundamental truths, which form the basis of actions, and through actions, you can realize your wishes in life. Principles can be constantly applied to similar situations to help you achieve your goals. "

In Rui Dalio's view, the success of Qiaoshui stems from the principles he followed. What is commendable is that the Principles are not selling successful books.

Ri Dalio claims to be a "fool", but he doesn't really know much about what he needs to know, so he inevitably makes many mistakes. After spending a lot of time reflecting on his mistakes, he summed up the principles and knew what to do in the future without knowledge, so as not to make the same kind of mistakes again, so there was the principle followed by Rui Dalio and the book Principles.

The Chinese version of this voluminous book is nearly 6 pages, telling more than 5 principles, big and small. In terms of expression, the "Principles" pay attention to dry goods and internal logic, and do not drag their feet.

People with work experience should read the Principles, and they should be impressed. If we can find our own principles in a proper way, and constantly feedback and evolve in practice, this is what Rui Dalio hopes this book will achieve.

Ri Dalio's Principles

The contents of Principles are divided into three parts.

The first part is the experience of Rui Dario. A lot of space is devoted to his failure experience. "It was these experiences that led me to discover the principles that guided my decision-making."

This part does not elaborate any specific principles, and its value lies in that it is compared with the specific principles in the latter two parts, which is convenient for readers to understand the origin and internal logic of the principles described. This part of the content is the realistic basis for the birth of the principle, and readers can judge to what extent the principle in the book is applicable to themselves and their living environment.

The second part is the life principle of Ri Dario. Rui Dalio believes that this part is the real core of this book, and almost anyone can apply these principles to almost everything.

The third part is the working principle of bridge water. The working principle is based on the principle of life, or the mapping of the principle of life at the organizational level, but because the strength of the organization is far greater than the strength of the individual, in Rui Dalio's view, the working principle is more important than the principle of life.

Rui Dalio believes that in order to have the best life, you must know what you want, what the facts are, and how to realize your wishes in the face of the facts. At the same time, you should be humble and open-minded so that you can use your best thinking.

In his book, Ri Dalio provides the path to a better life, which is divided into five steps: first, set goals; Second, find problems and don't tolerate them; Third, diagnose the problem; Fourth, plan a solution to the problem; Fifth, implement the tasks required by the program.

But on the road to a better life, you are bound to experience painful failure. You must be extremely open-minded, evolve in failure, and keep improving.

it's not easy. Everyone has obstacles in self-awareness and blind spots in thinking. We naturally want others to think that we are capable. We look at things from a subjective perspective and think that this is the case. Here, Rui Dalio puts forward an antidote-keep your mind extremely open and deeply understand other people's perspectives. "The people around you and the way you interact with them will affect your life."

In terms of working principles, Bridgewater adheres to the principle of creativity. Qiaoshui regards engaging in meaningful work and developing meaningful interpersonal relationships as the goal, takes extreme truth-seeking and transparency as the way, and handles different opinions by means of credibility-weighted decision-making, and finally ensures that the best ideas stand out.

In order to make creativity work, every partner in the organization needs to confess his truest ideas so that everyone can discuss them openly; It is necessary to rationally express differences and expand ideas, so that creativity can be selected to deal with different opinions and form the best collective decision.

So in Qiaoshui, it is forbidden to talk about others behind their backs. If you talk about a colleague in a meeting and he is not present at that time, you must send the recording of the meeting to the other party; Public mutual evaluation and criticism among employees is commonplace; All kinds of business decisions, unless they involve personal privacy and affect the interests of the company, will be open and honest to all employees.

There is no lack of criticism about the culture of Qiaoshui. Some people think that the culture of Qiaoshui "pays too much attention to people's shortcomings and mistakes, and it might as well seize the details and wear down employees' confidence". In Dalio's view, the principle of bridge water is an effective decision-making mechanism that has been tested by practice. Bridge water organization is like a debugged machine, running smoothly, and everything that happens in the future is mostly just a repetition of the old things.

"I hope that Qiaoshui is more like a family business, and family members will either do their best or be out." Ray Dalio wrote.

The birth of the principle

Rui Dalio's belief in the principle and his compliance with the specific principle were not born this way. For example, Rui Dalio insisted on "an extremely open mind", but once, Rui Dalio was an unruly and even "self-righteous" person.

When Ri Dalio was young, it was in the 196s and 197s. At that time, the general mood in the United States was full of lofty sentiments and inspiring. That era profoundly influenced Steve Jobs, a man who made Rui Dalio admire and appreciate each other. "The era we live in teaches us to question the traditional way."

After graduating from Harvard Business School, Rui Dalio joined Dominica Securities Company as the head of commodity business, and later moved to Hilsen Securities Company to take charge of futures hedging business. In his book, Rui Dalio recalls that he likes this job and his colleagues, but he doesn't fit in with Hilsen Company.

He had an argument with the department boss and punched him in the face. At an annual convention, he hired a stripper to take off her coat during her speech. As a result, he was fired. So in 1975, Rui Dalio founded Bridge Water.

Qiaoshui suffered heavy losses in its initial stage, which caused a major transition in Rui Dalio's life.

In 1982, Rui Dalio foresaw that several countries would default on American debts. In his testimony to Congress, Rui Dalio insisted that the economic consequences of default would be disastrous. Unexpectedly, the interest rate cut by the Federal Reserve triggered a hot market, and then the American economy began to take off.

This serious mistake made Rui Dalio lose all the capital accumulated before, and Qiaoshui began to lose his salary and had to lay off all his employees. Rui Dalio borrowed $4, from his father to make a living.

"I found that I was a self-righteous fool before, and I stubbornly believed in a completely wrong view." Rui Dalio reflected in the book, "If I don't want to move on with a high probability of encountering major setbacks again, I must look at myself objectively and make changes."

Failure makes Ri Dalio humble, and he needs humility to balance his aggressiveness. He learned a good sense of fear of making mistakes, and his mindset changed from "I am right" to "How do I know I am right?"

Since then, Ri Dalio has learned to keep an open mind and allow others to point out what he may have overlooked. His goal is to make himself right. It doesn't matter whether the correct answer comes from himself or not.

For making mistakes, Rui Dalio advocates allowing mistakes, but does not tolerate the culture of ignoring lessons and repeating mistakes.

there is a typical example. Once, the person in charge of Qiaoshui Trading Department forgot to execute the transaction for the customer, and it was found that it had caused great losses to the customer. Rui Dalio did not fire the person in charge, which showed that the company did not accept mistakes. After the dust settled, Qiaoshui set up a "problem log" to record the mistakes and adverse consequences, so as to trace the source and solve the problems systematically.

Rui Dalio explains in his book: If you can't tolerate making mistakes, you won't grow up, and you will make yourself and the people around you feel uncomfortable, and your work environment will be full of gossip and slander, instead of healthy and sincere pursuit of the truth.

It can be said that the principle of Ri Dalio was established and revised from repeated failures. He divided failure into "failure correctly" and "failure wrongly". "Failure correctly" allows you to learn important lessons in the process of experiencing painful failure, thus avoiding "failure wrongly", that is, being kicked out because of failure.

Making mistakes, finding out the causes of mistakes, summing up new principles, and finally succeeding, this is exactly the way that Rui Dalio does things.

The advancement of life

It is not easy to make a decision to make the principle of bridge water public.

It is precisely because of the uniqueness of Qiaoshui culture that after its success, some media sensationally called Qiaoshui a "heretical organization", which is obviously not conducive to Qiaoshui recruiting talents.

At the end of 21, Rui Dalio decided to disclose the principle of bridge water, with the original intention of letting the outside world know the real operation status and the logic behind it. These principles were put online, downloaded by more than 3 million people, and some even translated into their own language at their own expense. Rui Dalio also received a large number of thank-you letters.

Because of the great success of Qiaoshui and the fact that some people have benefited from the principle, publishing the principle in the form of books has also given Rui Dalio the meaning of giving back to the society on a larger scale.

However, Rui Dalio kindly reminds me in his book: I don't want you to blindly follow these principles. On the contrary, I hope you will question every word I say and choose carefully from my principles in order to find out yours.

Ri Dalio has a deep relationship with China. Thirty years ago, China invited Rui Dalio to help China International Trust and Investment Company understand the financial market. Rui Dalio was able to get in touch with people from China and China, and witnessed the development of China's capital market in the next 3 years.

At that time, Rui Dalio will devote more energy to charity, regard donations as investments, and ensure that the money can generate high charitable returns, which is no easier than pure commercial investment and obtaining commercial returns.

Attachment: Working Principles of Ri Dario

An organization is like a machine, which is mainly composed of two groups: culture and people.

Strict love helps to achieve excellent work performance and establish good interpersonal relationships.

Creative selection based on credibility weighting is the best mode to realize effective decision-making.

Let enthusiasm and work be integrated, and push forward with like-minded people.

1. Believe in extreme truth-seeking and transparency

2. Do meaningful work and develop meaningful interpersonal relationships

3. Make mistakes, But we can't ignore the lessons and make mistakes again and again

4. Seek * * * knowledge and stick to it

5. Make decisions based on the credibility of opinions

6. Know how to transcend differences

7. What is more important than doing something is to find the right person

8. Use the right person. Because of the high cost of improper employment

9. Continuously train, test, evaluate and allocate employees

1. Manage like a machine and achieve goals

11. Discover problems and not tolerate problems

12. Diagnose problems and explore the root causes

13. Improve the machine. Solve problems

14. Follow the established plan

15. Work with tools and codes of conduct

16. Never neglect corporate governance.