全书

Principles的读书笔记
“so I learned not to believe government policymakers when they assure you that they won’t let a currency devaluation happen. The more strongly they make those assurances, the more desperate the situation probably is, so the more likely it is that a devaluation will take place.”
专家/权威/上层，越是信誓旦旦的保证事情越不可控。
“The lesson? When everybody thinks the same thing—such as what a sure bet the Nifty 50 is—it is almost certainly reflected in the price, and betting on it is probably going to be a mistake. I also learned that for every action (such as easy money and credit) there is a consequence (in this case, higher inflation) roughly proportionate to that action, which causes an approximately equal and opposite reaction (tightening of money and credit) and market reversals”
“When people are very pessimistic, they sell out, prices typically get very cheap, and action to improve conditions has to be taken”
反者道之动，当所有人存在共识时，则是共识往反方向走的时候，一切的猜测都已经体现在了价格中，越肯定，越出问题。
“putting myself in the shoes of my corporate clients to show them how I would handle market risks if I were them”
从客户的角度考虑他有什么需求，他需要解决什么问题；而不是我有什么多炫目的知识，我能为你提供什么服务。
“It also became a key channel of communication for our business”
起初他只是每日发言只是把自己看到的写出来，在我制作游戏，在我观察到任何玄学想法时发布出来。之后就变成一个与玩家客户沟通的渠道。
“The banks were protected both because the Federal Reserve loaned them cash and the creditors’ committees and international financial restructuring organizations such as the International Monetary Fund (IMF) and the Bank for International Settlements arranged things so that the debtor nations could pay their debt service from new loans. That way everyone could pretend everything was fine and write down those loans over many years.”
“I learned (again) that no matter how much I knew and how hard I worked, I could never be certain enough to proclaim things like what I’d said on Wall $treet Week: “There’ll be no soft landing. I can say that with absolute certainty, because I know how markets work.” ”
“I had eaten enough glass to realize that what was most important wasn’t knowing the future—it was knowing how to react appropriately to the information available at each point in time. In order to do that, I would have to have”
预测有意思的地方就在这里，以至于真的要谨慎预测。为什么？从逻辑上来说很多东西不可能，但是在事后会发现这么简单的东西，当时我为什么没有看到？你无法在一个混沌体系中精准的抓住每一项要素，从而得到结果。只能做出体系，在有确定的结果时再做出应对。
我现在也是这样的感觉，预测未来并不重要，而是确实有一套体系/纪律，就像善易者不卜一样。清楚的知道当下的节点，应该做出如何的应对
“At one point, I’d lost so much money I couldn’t afford to pay the people who worked with me. One by one, I had to let them go. We went down to two employees—Colman and me. Then Colman had to go. With tears from all, his family packed up and returned to Oklahoma. Bridgewater was now down to just one employee: me.
Losing people I cared so much about and very nearly losing my dream of working for myself was devastating. To make ends meet, I even had to borrow $4,000 from my dad until we could sell our second car. I had come to a fork in the road: Should I put on a tie and take a job on Wall Street? That was not the life I wanted. On the other hand, I had a wife and two young children to support. I realized I was facing one of life’s big turning points and my choices would have big implications for me and for my family’s future.”
太经典了，生产创造然后壮大成一个生态，哪有线性的？
“I immersed myself in macroeconomics and historical data (especially interest rates and currency data) to improve my understanding of the machine at play.”
着重看历史数据，包括所有经典各种实际发生案例里，的预测，以及当事人所需要的需求，以及之后的发展。也包括xx指南里各种对历史数据的回溯，但我对此依然有疑惑的点...maybe是我太懒了。
“He’d been wanting to get his wealth out of paper money for the past few years, so he’d been buying commodities, especially silver”
通胀以及债务危机，商品永远是王道，尤其是商品里的贵金属。
“Because I believed that the choice was between accelerating inflation and deflationary depression, I was holding both gold (which performs well in accelerating inflation) and bonds (which perform well in deflationary depressions)”
这就是两种可能的叠加对冲。通货膨胀就是黄金。通缩萧条就是债券（尤其是最近这一段时间，去年一年债券飞天，这两三年黄金的一路狂飙，尤其是今年开年来黄金的大头朝上）
“I was dead wrong. After a delay, the economy responded to the Fed’s efforts, rebounding in a noninflationary way. In other words, inflation fell while growth accelerated. The stock market began a big bull run, and over the next eighteen years the U.S. economy enjoyed the greatest noninflationary growth period in its history.
How was that possible? Eventually, I figured it out. As money poured out of these borrower countries and into the U.S., it changed everything”
美联储的传统老手艺了，这么收割过多少国家？虹吸过多少地区？给自己国家续了多少波？但是现在灯塔的信仰岌岌可危，还能接着这么干下去几波呢？拭目以待。
“I should have realized that debts denominated in one’s own currency can be successfully restructured with the government’s help, and that when central banks simultaneously provide stimulus (as they did in March 1932, at the low point of the Great Depression, and as they did again in 1982), inflation and deflation can be balanced against each other”
记住记住，以自己货币计价的债务，完全可以在government的手里被抹平掉。所以城投/房地产/银行债务问题都是可以解决的。
“shifted my mind-set from thinking “I’m right” to asking myself “How do I know I’m right?” And I saw clearly that the best way to answer this question is by finding other independent thinkers who are on the same mission as me and who see things differently from me.”
这个真的太正确了。再加上之前看印度大兄弟的那本书讲的，不要怕问，不要怕讲，不要怕被别人嫖到想法，共同发财，共同避开错误。
“From very early on, whenever I took a position in the markets, I wrote down the criteria I used to make my decision. Then, when I closed out a trade, I could reflect on how well these criteria had worked.”
“I would start out with my intuitions as I always did, but I would express them logically, as decision-making criteria, and capture them in a systematic way, creating a mental map of what I would do in each particular situation. Then I would run historical data through the systems to see how my decision would have performed in the past and, depending upon the results, modify the decision rules appropriately.”
在给访客算牌，包括给自己算时，我基本上都是这么干的，记录下牌，记录下我为什么这么解，甚至啰里八嗦的给对方说我为什么这么解，以供回溯。确实，对于我来说收获巨大。但是我在制作游戏时还未成这样的习惯，往往在中断一段时间或者回头看早期功能时，都不知道为什么自己要这么做。
“Our system was like an EKG on the economy’s vital signs; as they changed, we changed our positions. However, rather than blindly following the computer’s recommendations, I would have the computer work in parallel with my own analysis and then compare the two. When the computer’s decision was different from mine, I would examine why”
当经验和直觉起冲突时，应该记下来，而不是选择一方。应该来找出来到底是哪块出错了，应该选择哪块？
“Rather than argue about our conclusions, my partners and I would argue about our different decision-making criteria”
这个其实上非常的容易做，在人性的弱点里就有讲过，你对别人的说法抱有好奇，而不是着急评判，他自然会讲出来他为什么做这样子的决定，下这样子的论断，它的标准是什么。你只要抱着好奇就行。
“so they could see how hard it was to beat computerized decision making.
Of course, we always had the freedom to override the system, which we did less than 2 percent of the time—mostly to take money off the table during extraordinary events that weren’t programmed”
So我在想有没有一种可能，我把我占卜的那些东西全部在电脑里边。进行统计，就像我在做data预测的一样进行统计，我现在只是数据的堆积，我应该把它进行策略化，比如说每当一张牌出现的时候，与另外一张牌的组合出现，会出现什么大概率的结果，目前只是靠我人工找，有没有可能我写程序出来，让他每次自动测试，自动找出答案。就像他达里奥说的这种他用电脑做决策的过程。
“Truth be known, forecasts aren’t worth very much, and most people who make them don’t make money in the markets.... This is because nothing is certain and when one overlays the probabilities of all of the various things that affect the future in order to make a forecast, one gets a wide array of possibilities with varying probabilities, not one highly probable outcome.... We believe that market movements reflect economic movements. Economic movements are reflected in economic statistics. By studying the relationships between economic statistics and market movements, we’ve developed precise rules for identifying important shifts in the economic/market environment and in turn our positions. In other words, rather than forecasting changes in the economic environment and shifting positions in anticipation of them, we pick up these changes as they’re occurring and move our money around to keep in those markets which perform best in that environment.”
不进行预测，只知道现在在什么阶段（善易者不卜）。只知道在什么阶段，知道是好的阶段，就进去，知道是不好的阶段，就撤离。至于未来是不是好的阶段，不知道，不预测。
“ I believe one of the most valuable things you can do to improve your decision making is to think through your principles for making decisions, write them out in both words and computer algorithms, back-test them if possible, and use them on a real-time basis to run in parallel with your brain’s decision making”
不是下意识的自动驾驶模式，而是觉知，清晰的知道自己选择背后的原因，而不是下意识。
“hawking a $3,000-per-month research package”
WOW在1983年就可以做到按月收费，每月3000美金，所以只管做你牛逼的事情，要高价，不要想别人付不付得起划不划算，让他们去判断，让能付得起的人判断值不值，你只需要做好你自己的服务，定好高的价格。
“Approaching the market in this way taught me that one of the keys to being a successful investor is to only take bets you are highly confident in and to diversify them well”
只做自己最有把握的最擅长的，并且知道到底什么是最有把握的最擅长的。
“All I wanted was to trade the markets and build relationships, doing for our clients exactly what I would do if I were in their shoes.”
或许有别人觉得虚伪，但这是我真心的感觉，我只想服务于我的访客，服务于我的玩家。做好我的产品，建立起好的关系。
“All great investors and investment approaches have bad patches; losing faith in them at such times is as common a mistake as getting too enamored of them when they do well”
是的，没有完全可靠的，只有量。就像我之前建立的，设置一个我可接受的可损失范围，我就去尝试，而不是听谁讲听，or什么系统认为这个绝对可靠。可靠的不是ta一直对，可靠的是我认为的这个份额我损失得起我尝试的起。
“We’d been sending him our research for a while, and in 1990 he wrote us looking for our opinion on a big concern of his”
噢？对于业界大牛（特别想要的对象），直接发送报告，而不是等着他们上门来订阅（大佬maybe看不到）
“From my earlier failures, I knew that no matter how confident I was in making any one bet I could still be wrong—and that proper diversification was the key to reducing risks without reducing returns”
Diversity确实是免费的午餐。
“And it reminded me that when faced with the choice between two things you need that are seemingly at odds, go slowly to figure out how you can have as much of both as possible. There is almost always a good path that you just haven’t figured out yet, so look for it until you find it rather than settle for the choice that is then apparent to you.”
选择即命运，不要着急去选择命运。
“Because too often I had been painfully surprised by different types of events that hadn’t happened to me before but happened in other times or other places—like the currency devaluation of 1971, or the debt crisis in the early 1980s—I’d developed our economic and market principles to be timeless and universal. In other words, I knew that we needed to understand all important economic and market movements, not just those that happened to me, and to make sure the principles we were using to position ourselves would have worked in all past times and all other countries.
As a result, back in the early 2000s, we had included a “depression gauge” in our systems that specified the actions we should take if a certain configuration of events began to play out in a way indicating a heightened risk of a debt crisis and depression”
太阳底下无新事，建立起自己的工具箱和范例。
“Our returns in 2010 were the best ever—nearly 45 and 28 percent in our two Pure Alpha funds and close to 18 percent in All Weather—almost exclusively because the systems we had programmed to take in information and process it were doing it superbly. These systems worked far better than we could with just our brains. Without them, we would have had to manage money the old and painful way: by trying to weigh in our heads all the markets and all the influences on them and then bring them together into a portfolio of bets”
我也可以建立起这样的高智能投资集团，就像那位印度老哥自己建立起来的自动写奖学金申请系统一样。
“the same types of people in the same types of circumstances are going to produce the same types of results. Said differently, by knowing what someone is like we can have a pretty good idea of what we can expect from them”
所以命理mb ti识人数都是因为此的。灵魂是独一无二的，但人性就那么多，在给定条件下会做出的选择就是那样。
“When the markets did badly, they wanted to do things that increased confidence, figuring that if they built confidence the money would come and the problems would disappear. They didn’t see that whether they were confident or not, specific buyers didn’t have enough money and credit to buy all the debt that had to be sold.”
单纯的救市和提振信心是没有用的，只有涨价期去库存，一根大阳线，千军万马来相见。
“I gave Wang a copy of Joseph Campbell’s great book The Hero with a Thousand Faces, because he is a classic hero and I thought it might help him. I also gave him The Lessons of History, a 104-page distillation of the major forces through history by Will and Ariel Durant, and River Out of Eden by the insightful Richard Dawkins, which explains how evolution works. He gave me Georgi Plekhanov’s classic On the Role of the Individual in History. All these books showed how the same things happened over and over again throughout history.”
他和王jishan推荐的书：千面英雄 个人在历史上的作用
“Capable people are those who sit there worrying about the future. The unwise are those who worry about nothing. If conflicts got resolved before they became acute, there wouldn’t be any heroes.”
智者虑远，善战者无赫赫之功。
“Perhaps the best advice we received came from management expert Jim Collins, who told us that “to transition well, there are only two things that you need to do: Put capable CEOs in place and have a capable governance system to replace the CEOs if they’re not capable”
“I had learned that it’s wrong to assume either that a person in one role will be successful in another role or that the ways one person operates will work well for another.”
管理的核心就是找到该位置适合的人，并且能在不适合的时候立即替换。
不能假定一个人在这件事情上做得好，就会在另一件事情上做得同样好，或者在同一位置上的不同环境做的一样好。
“What I have seen is that the happiest people discover their own nature and match their life to it.”
完成自己的使命，实现自己应该开出的花。
“At the big bang, all the laws and forces of the universe were created and propelled forward, interacting with each other over time like a complex series of machines that work together: the structure of galaxies, the makeup of Earth’s geography and ecosystems, our economies and markets, and each one of us”
道
“Just as long-distance runners push through pain to experience the pleasure of “runner’s high,” I have largely gotten past the pain of my mistake making and instead enjoy the pleasure that comes with learning from it”
如同Ted演讲上面所说的，物理上的真实的痛苦依然可以通过脑子的转换变成快乐联系起来，并且持续的推动下去。
“Most people call something bad if it is bad for them or bad for those they empathize with, ignoring the greater good”
即看坏事为好事，则一定变成好事。阴中有阳，阴瞬变阳。
“Asking others who are strong in areas where you are weak to help you is a great skill that you should develop no matter what, as it will help you develop guardrails that will prevent you from doing what you shouldn’t be doing”
开始于最牛逼的人（书，影，本人），顺藤摸瓜吃干抹净
“Believable parties are those who have repeatedly and successfully accomplished something—and have great explanations for how they did it.”
怎么样识别牛逼的人：在他所擅长的领域持续反复的有。成果并且能够完全解释他的成果。同理可证在一方面牛逼也不代表全方面牛逼，所以，祛魅。
“you must do them one at a time and in order. For example, when setting goals, just set goals. Don’t think about how you will achieve them or what you will do if something goes wrong. When you are diagnosing problems, don’t think about how you will solve them—just diagnose them. Blurring the steps leads to suboptimal outcomes because it interferes with uncovering the true problems.”
六出祁山（曾老鬼谷子）没有什么可行不可行。
“Focus on the “what is” before deciding “what to do about it.” It is a common mistake to move in a nanosecond from identifying a tough problem to proposing a solution for it”
先问是什么再说做什么，就如同说听到一句话先想他讲了什么，而不是先做出评价。
“Be clear on whether you are arguing or seeking to understand, and think about which is most appropriate based on your and others’ believability. If both parties are peers, it’s appropriate to argue. But if one person is clearly more knowledgeable than the other, it is preferable for the less knowledgeable person to approach the more knowledgeable one as a student and for the more knowledgeable one to act as a teacher. Doing this well requires you to understand the concept of believability. I define believable people as those who have repeatedly and successfully accomplished the thing in question—who have a strong track record with at least three successes—and have great explanations of their approach when probed.
If you have a different view than someone who is believable on the topic at hand—or at least more believable than you are (if, say, you are in a discussion with your doctor about your health)—you should make it clear that you are asking questions”
跟同水平的争论，跟高水平的问问题，跟低水平的人讲述。
“Dr. Glazer and I went on to meet two other world-class specialists and they both agreed that undergoing the scoping procedure would do no harm, so I decided to go ahead with it. During the procedure, they clipped some tissue from my esophagus and sent it to the laboratory for testing. A few days after the procedure, exactly a week before my sixty-fourth birthday, I got the results. They were shocking to say the least. After analyzing the tissue, it turned out there wasn’t any high-grade dysplasia at all!”
太经典了他经典了，连同样的分析的报告下，最顶尖的医生依然有不同的见解，甚至不是微小的不同，而是巨大的不同的见解。在顶尖的重大决策上，多听多参考，使心态打开绝对没错。
“how meditation helps open this connection”
机械a，不想，自然连接
“To be effective, you need to be able to tell which dots are important and which dots are not. Some people go through life collecting all kinds of observations and opinions like pocket lint, instead of just keeping what they need. They have “detail anxiety,” worrying about unimportant things.”
哈哈，我就是啥都爱看，so，卡住渠道，＆不重要的scroll（书&影）
另 下面的这abcde每一小点都很重要。
“Be imprecise. Understand the concept of “by-and-large” and use approximations”
““By-and-large” is the level at which you need to understand most things in order to make effective decisions. Whenever a big-picture “by-and-large” statement is made and someone replies “Not always,” my instinctual reaction is that we are probably about to dive into the weeds—i.e., into a discussion of the exceptions rather than the rule, and in the process we will lose sight of the rule”
共性，找框架。读书也是从框架看起，先有框架概念再往里边填充细节，细节忘了不要紧，要紧的是框架。
“Be an imperfectionist. Perfectionists spend too much time on little differences at the margins at the expense of the important things. There are typically just five to ten important factors to consider when making a decision.”
不要追求完美，这个对我来说太重要了，总是要把代码迭代到精简，总是要把字体做得漂亮，总是要把咨询做到完美，做到70分就很好了。在发展中迭代，而不是一次性修改。越逼近完美越耗费的力气大，越感到疲劳，越不想接下去干。
“Until you make the unconscious conscious, it will direct your life and you will call it fate”
觉知，显化，思维一致。
“The best choices are the ones that have more pros than cons, not those that don’t have any cons at all. Watch out for people who argue against something whenever they can find something—anything—wrong with it, without properly weighing all the pluses and minuses. Such people tend to be poor decision makers”
优点多于缺点就行，想要的优点多于可以忍受的缺点就可以，没有缺点的东西是不存在的。也就是所谓的选择困难症。
“they’re the opposite of the “philosopher” types who tend to get lost in clouds of possibilities.”
“Get rid of irrelevant details so that the essential things and the relationships between them stand out. As the saying goes, “Any damn fool can make it complex. It takes a genius to make it simple”
在玄学方面尤其有用，在n个可能性上都有，但问自己大概率是什么。
算牌找爆点重点，简化简化再简化。
“recognize that making mistakes is part of the process of learning, and that continuous learning is what allows an organization to evolve successfully over time”
犯错是spiral里的一环，不断就ok
“If you’re feeling pressured, say something like “Sorry for being stupid, but I’m going to need to slow you down so I can make sense of what you’re saying.” Then ask your questions. All of them.”
不要怕问，先自责永远是让对方有耐心gentle的方式。
“There are all kinds of different people in the world, many of whom value different kinds of things. If you find you can’t get in sync with someone on shared values, you should consider whether that person is worth keeping in your life. A lack of common values will lead to a lot of pain and other harmful consequences and may ultimately drive you apart. It might be better to head all that off as soon as you see it coming.”
只选择不培养，尤其在特定的三观上。
“Remember That the WHO Is More Important than the WHAT. Anyone who runs a successful organization will tell you the same.
Yet most organizations are bad at recruiting. It starts with interviewers picking people they like and who are like them instead of focusing on what people are really like and how well they will fit in their jobs and careers”
所以很多天使投资都说，不看项目只看人。
“Think through which values, abilities, and skills you are looking for (in that order).”
“Abilities are ways of thinking and behaving. Some people are great learners and fast processors; others possess the ability to see things at a higher level. Some focus more on the particulars; still others think creatively or logically or with supreme organization. Skills are learned tools, such as being able to speak a foreign language or write computer code”
识人从价值观，能力和技能点的顺序来看。首先找特定价值观的，然后找能力偏好类似于mbti测出来的东西，然后才是技能。
“School performance is also a good gauge of a person’s determination to succeed, as well as their willingness and ability to follow directions. But when it comes to assessing a candidate’s common sense, vision, creativity, or decision-making abilities, school records are of limited value.”
大企业爱找优等生，有意愿进步，并且有水平跟随。后面部分是价值观和mbti。
“Pay people enough so that they’re not under financial stress, but not so much that they become fat and happy. You want your people to be motivated to perform so they can realize their dreams. You don’t want people to accept a job for the security of making a lot more money—you want them to come for the opportunity to earn it through hard and creative work.
a.Pay for the person, not the job. Look at what people in comparable jobs with comparable experience and credentials make, add some small premium over that, and build in bonuses or other incentives so they will be motivated to knock the cover off the ball. Never pay based on the job title alone.”
定薪水的策略：给够钱，但是不给多钱；按照人制定，而不是按照职位制定。
“The best negotiations are the ones with someone in which I say, “You should take more,” and they argue back, “No you should take more!”
有趣，曾老讲易经，人性的弱点里说先自谦先自责也都是这样讲。
“Instead of micromanaging, you should be training and testing. Give people your thoughts on how they might approach their decisions, but don’t dictate to them. The most useful thing you can do is to get in sync with them, exploring how they are doing things and why.”
“Understand that making sure people are doing a good job doesn’t require watching everything that everybody is doing at all times. You just have to know what they are like and get a sampling. Regular sampling of a statistically reliable number of cases will show you what a person is like and what you can expect from them.”
Kpi多搞笑，精细化管理多好笑，要紧的是制定好规则，你按照我规则这样做，并且定期抽查检验成果。
“At Bridgewater, the high-level goal of all of our machines is to create excellent outcomes for our clients—in the returns on their investments, of course, but also in the quality of our relationship and our thought partnership in understanding global economies and markets more broadly. Before we had anything else at Bridgewater, we had this commitment to excellence.”
服务玩家，服务粉丝，服务听众，服务访客。
“Higher-level thinking isn’t something that’s done by higher-level beings. It’s simply seeing things from the top down. Think of it as looking at a photo of yourself and the world around you from outer space. From that vantage, you can see the relationships between the continents, countries, and seas. Then you can get more granular, by zooming into a closer-up view of your country, your city, your neighborhood, and finally your immediate environment. Having that macro perspective gives you much more insight than you’d get if you simply looked around your house through your own eyes.”
高纬度的思考只能让自己变成高纬度。
“there’s danger in thinking you’re delegating details when you’re actually being too distant from what’s important and essentially are not managing. Great managers know the difference. They strive to hire, train, and oversee in a way in which others can superbly handle as much as possible on their own.”
管理不是骑自行车，最终要变成自动驾驶的卫星。
“like young kids just learning to play soccer, running after the ball in an effort to help but forgetting what position they are supposed to play”
重要的是b点，不是噪音。
“Remember that people who see things and think one way often have difficulty communicating with and relating to people who see things and think another way”
是的，世界是唯物的，但人是唯心的，不争对错，不为认同或说服，只为真诚交往感情或交换价值
“Train your ear. Over time, you’ll hear the same verbal cues indicating that someone is thinking about something badly or failing to apply principles appropriately. For example, listen for the anonymous “we” as a cue that someone is likely depersonalizing a mistake”
在工作原则这部分，他真的教了太多老道的东西了，就像一个老道高手在带着你一点一点教。他在实际工作上，管理公司和团队上，真的是太有价值了。
“recognizing that sometimes not all or even the majority of people will agree with you.
b.Don’t worry about whether or not your people like you and don’t look to them to tell you what you should do. Just worry about making the best decisions possible, recognizing that no matter what you do, most everyone will think you’re doing something—or many things—wrong”
只有在需要意见信息的情况下才会去听别人的指导，在上面已经说了，向有持续重复成果并且能解释其成果的人寻求意见，除此之外，一律不听，对与不对不是别人告诉的，自己会知道，外应会说，不需要别人的噪音来嗡嗡嗡。
“when you aren’t looking, defy them. The greatest influence you can have over intelligent people—and the greatest influence they will have on you—comes from constantly getting in sync about what is true and what is best so that you all want the same things”
“When you are the only one thinking, the results will suffer”
对玩家/访客/relationships真诚诚实
“so make sure you hire managers before you hire their reports. Managers can help design the machine and choose the people who complement it. People overseeing departments need to be able to think strategically as well as run the day-to-day”
空降外部领导不可取。
“Double-checking has a much higher rate of errors than double-doing, which is having two different people do the same task so that they produce two independent answers. This not only ensures better answers but will allow you to see the differences in people’s performance and abilities. I use double-do’s in critical areas such as finance, where large amounts of money are at risk.”
“At the same time, you need to beware of the chronic use of consultants to do work that should be done by employees. This will cost you in the long run and erode your culture”
多找几个咨询师问问，多找几个医生看一看，多找几个命师咨询。
“Use “public hangings” to deter bad behavior.”
所以一个行为不管是惩罚或者奖赏，要不要公开完全看是否为了震慑或者给希望与群体。
“Assign responsibilities based on workflow design and people’s abilities, not job titles”
“though HR people help with hiring, firing, and providing benefits, it would be a mistake to give them the responsibility of determining who gets hired and fired and what benefits are provided to employees.”
一切以人为主， Hr是工具型
“Recognize that it is far better to find a few smart people and give them the best technology than to have a greater number of ordinary people who are less well equipped. Great people and great technology both enhance productivity. Put them together in a well-designed machine and they improve it exponentially.”
争论由来已久，包括老高之前聊过的，给10个科研团队平均分奖金出成果的研究，这是达里奥的看法。
“the main reason is that I can visualize the results of pushing through so intensely that I experience the thrill of success even while I’m still struggling to achieve it”
和思考致富里说的一样，所有成功的人都是显化高手，看来达里奥是visualize派
“Success consists of going from failure to failure without loss of enthusiasm.”
嘿嘿嘿嘿，快乐的激情的写bug改bug再写bug再改bug。