70b) 沟通要有逻辑，多听取反馈意见。在制定规则和做出改变时，一定要就决策背后的原则进行解释。要安排逻辑思维能力强的人合理地开展工作。我们制定了健全的原则，这些原则通过自由辩论得到深入理解、适用和检验。每个人都要做到：1）思考自己是否同意某项决策，如果不同意，理由是什么；2）彼此为遵循公司原则情况负责。我们想要的员工必须能够理解让我们公司成功的原则，同时拥有能够激励他们按规矩办事的职业操守，而不是那些时刻钻原则空子的人。我们想要的员工必须认可如果公司发展的好，那对他们自己也有好处。我们不想要那些需要下命令、威胁的员工，也不想要那些只会服从命令的员工。
... 71) Clearly assign responsibilities. Eliminate any confusion about expectations and ensure that people view the failure to achieve their goals and do their tasks as personal failures.The most important person is the one who is given the overall responsibility for accomplishing the mission and has both the vision to see what should be done and the discipline to make sure it’s accomplished by the people who do the tasks.
... 71) 明确责任分工。要消除针对期望的误解，让员工看到，没有实现目标，没有完成任务，就是他们个人的失败。最关键的人物是被赋予完成整项工作任务责任的人，该人应具备能看到问题解决方案的视野，还应拥有确保负责该项工作的人能够完成工作的纪律执行力。
You learn principles by experiencing the rewards and punishments of your actions interacting with reality. The clearer the relationship is between cause and effect, the better it is for learning and evolving. So clearly designated responsibilities enhance the feedback and learning process. For example, if you are in the woods and have to survive on your own, the connection between your actions and their results is clearer and is all that matters. Blame doesn’t enter into it as it gets you nothing. All that you focus on are the interactions between your actions and their results.
通过与现实互动获得奖励或惩罚，人们学会建立自己的原则。这其中的因果关系越明显，对学习和发展越有利。责任明确有助于收集反馈，促进学习。如果你身处森林之中，希望独立生存下去，此时你的行为与这些行为的结果之间的关系非常明显，也决定了你的生死。不要责备，责备没有任何意义。你只需要关注你的行为和行为的结果。
... 72) Hold people accountable and appreciate them holding you accountable. It’s better for them, for you, and for the community. Slacker standards don’t do anyone any good. People can resent being held accountable, however, and you don’t want to have to tell them what to do all the time. Instead, reason with them, so that they understand the value and importance of being held accountable. Hold them accountable on a daily basis. Constant examination of problems builds a sample size that helps point the way to a resolution and is a good way to detect problems early on before they become critical. Avoiding these daily conflicts produces huge costs in the end.
...72) 对员工进行工作问责制度，若他们问责你，要感谢他们。这样做对员工、对你、对公司都有好处，逃避责任对任何人都无益。人们讨厌被问责，但是你肯定不愿意时刻告诉他们该做些什么。相反，你要与他们讲道理，使他们理解问责的价值和重要性。问责要每日进行，不断检查问题从而建立起样本容量，帮助找到解决方案，能够在问题变得严峻之前发现问题。而避免这些日常冲突的结果就是最后付出沉痛代价。
72a) Distinguish between failures where someone broke their “contract” from ones where there was no contract to begin with. If you didn’t make the expectation clear, you generally can’t hold people accountable for it being fulfilled (with the exception of common sense—which isn’t all that common) . If you find that a responsibility fell through the cracks because there was no contract, think about whether you need to edit the design of your machine.
72a) 要分清楚，有些工作上的失败是因为员工没履行一开始的“约定”，而有些则是因为一开始就没有“约定”。如果你没有将自己的期待说清楚，那么你就不能追究某人未完成期待的责任。当然，除了众所周知的常识以外，有时也不是那么众所周知。如果说你发现由于没有事先约定，导致责任无法追究，那么你就该反思一下是否需要修改机制设计。
... 73) Avoid the “sucked down” phenomenon. This occurs when a manager is pulled down to do the tasks of a subordinate without acknowledging the problem. The sucked down phenomenon bears some resemblance to job slip, since it involves the manager’s responsibilities slipping into areas that should be left to others. Both situations represent the reality of a job diverging from the ideal of that job. However, the sucked down phenomenon is typically the manager’s response to subordinates’ inabilities to do certain tasks or the manager’s failure to properly redesign how the responsibilities should be handled in light of changed circumstances. You can tell this problem exists when the manager focuses more on getting tasks done than on operating his machine.
... 73) 避免“上级卷入下级工作职责”现象。 即管理者需要去做下属职责范围的工作，却拒绝承认这是个问题。这种上级卷入下级工作职责的现象与职责错位情况类似，管理者的职责滑向了本应属于下属的领域。二者都属于工作职能偏移的情况。然而，上级卷入下级工作职责现象则专指上级对下级工作不力的反应或上级无法随着情势变化适当调整责任分工的情况。这种情况会在管理者更重视完成工作任务而非设计机制时存在。
73a) Watch out for people who confuse goals and tasks, because you can’t trust people with responsibilities if they don’t understand the goals.One way to test this: if you ask a high-level question like, “How is goal XYZ going?” a good answer will provide a synthesis upfront (of how XYZ is in fact going overall) , and then support that assessment with the tasks done to achieve the goal. People who see the tasks and lose sight of the goals will just explain the tasks that were done and not make the connection to how those tasks relate to the machine that produces outcomes and achieves goals.
73a) 谨防那些混淆目标与任务的员工，不能理解工作目标的员工是不值得信任的。你可以这样检验员工是否理解工作目标：如果你问一个高层级的问题，“某个目标达成的怎么样了？”一个好的答案是结合了对目标完成进度的坦率回答，再加上具体为实现目标做的工作以支撑此结论。那些只看到任务而忽视目标的人，只会向你解释任务完成了多少，却无法将这些任务与创造结果、实现目标的机制相结合。
...74) Think like an owner, and expect the people you work with to do the same. You must act in the interest of our community and recognize that your well-being is directly connected to the well-being of Bridgewater. For example, spend money like it’s your own.
...74) 要有“主人翁”思维，并希望员工们也能具备这种思维方式。员工行事必须符合公司利益，认识到你与桥水基金荣辱与共。比如，你要像花自己的钱一样来花公司的钱。
... 75) Force yourself and the people who work for you to do difficult things. It’s usually easy to make things go well if you’re willing to do difficult things. We must act as trainers in gyms act in order to keep each other fit. That’s what’s required to produce the excellence that benefits everyone. It is a law of nature that you must do difficult things to gain strength and power. As with working out, after a while you make the connection between doing difficult things and the benefits you get from doing them, and you come to look forward to doing these difficult things.
... 75) 强迫自己和员工迎难而上。如果你愿意迎难而上，那么就能够比较容易让事情顺利进行。我们必须像健身房教练一样让彼此保持身材。如果想要获得众人受益的卓越成绩，就必须这么干。要想获得力量，变得强大，你必须迎难而上，这是自然界的法则。比如健身，开始一段时间的健身之后你就会发现，完成了困难的项目，你就会从中受益，随后你就会期待做这些困难的项目了。
75a) Hold yourself and others accountable. It is unacceptable for you to say you won’t fight for quality and truth because it makes you or other people uncomfortable. Character is the ability to get yourself to do the difficult but right things. Get over the discomfort, and force yourself to hold people accountable. The choice is between doing that properly or letting our community down by behaving in a way that isn’t good for you or the people you are “probing” and coaching.
75a) 对自己和他人要采取问责制度。 如果你认为不争取提高质量，获得真相，只是因为这样做会让你和其他人不舒服，这种想法是不可取的。坚强的意志能够帮助你去做那些艰难但正确的事情。克服不安，强迫自己向别人问责。你要么按照原则来办事，要么就会面临让公司失望，因为你的做法既不利于自己，也不利于那些你调查或辅导的人。
... 76) Don’t worry if your people like you; worry about whether you are helping your people and Bridgewater to be great. One of the most essential and difficult things you have to do is make sure the people who work for you do their jobs excellently. That requires constantly challenging them and doing things they don’t like you to do, such as probing them. Even your best people, whom you regularly praise and reward, must be challenged and probed. You shouldn’t be a manager if you have problems confronting people or if you put being liked above ensuring your people succeed.
... 76) 别担忧员工喜不喜欢你，还是多想想自己所做的事情能不能帮员工和桥水联合基金获得成功吧。你必须做的最重要但最艰难的事情就是确保员工认真完成工作。也就要求你不断地质疑他们，做一些不讨人喜欢的事情，比如调查他们。即便是那些你经常表扬和奖励的优秀员工，你也必须质疑和调查。如果你不喜欢与人对质，或者你认为讨人喜欢比确保他们成功更重要，那么你就不适合做一个管理者。
... 77) Know what you want and stick to it if you believe it’s right, even if others want to take you in another direction.
... 77) 知道自己想要什么，坚信自己认为是正确的事情，不要轻易被人牵着鼻子走。
... 78) Communicate the plan clearly. People should know the plans and designs within their departments. When you decide to divert from an agreed-upon path, be sure to communicate your thoughts to the relevant parties and get their views so that you are all clear about taking the new path.
... 78) 计划沟通要清晰明了。身处某个部门的员工应该熟悉本部门的计划和设置。当你试图脱离某一条规划好的线路时，一定要与相关方沟通你的观点，并听取他们的意见，保证所有人对于采取新的计划是明确的。
78a) Have agreed -upon goals and tasks that everyone knows (from the people in the departments to the people outside the departments who oversee them) . This is important to ensure clarity on what the goals are, what the plan is, and who is responsible to do what in order to achieve the goals. It allows people to buy into the plan or to express their lack of confidence and suggest changes. It also makes clear who is keeping up his end of the bargain and who is falling short. These stated goals, tasks, and assigned responsibilities should be shown at department meetings at least once a quarter, perhaps as often as once a month.
78a) 已达成共识的目标任务要让所有相关人士都知道。（包括有关部门的员工及监管层的领导）只有这样才能让大家充分认清目标、计划、完成目标的负责人。这能增强人们对计划的信心，或者给他们机会表达自己缺乏信心从而提供更改建议。这样做也能看清楚哪些人在计划中能坚持到底，哪些人可能会中途退缩。这些目标、任务、分工必须在部门会议上至少每季度通报一次，甚至是一个月通报一次。
78b) Watch out for the unfocused and unproductive “we should … (do something) .” Remember that to really accomplish things we need believable responsible parties who should determine, in an open-minded way, what should be done; so it is important to identify who these people are by their names rather than with a vague “we,” and to recognize that it is their responsibility to determine what should be done. So it is silly for a group of people who are not responsible to say things like “we should…” to each other. On the other hand, it can be desirable to speak to the responsible party about what should be done.
78b) 谨防交流中出现没有重点，低效无用的句式：我们应该如何。 如果想要达成目标，我们需要可靠的负责人，他们坚定果断、思维开放，知道该干些什么。因此，我们必须清楚的知道这些人的名字，而不是用一个模糊的“我们”来指代，也应该认识到，他们有责任来决定应该做什么。因此我们不应该让一群不负责的人来对彼此说“我们应该如何”。与此相反，你应该向负责人表达该如何做的想法。
... 79) Constantly get in synch with your people. Being out of synch leads to confused and inefficient decision-making. It can also lead you in conflicting directions either because 1) you are not clear with each other, which often generates wildly differing assumptions, or 2) you have unresolved differences in your views of how things should proceed and why. Getting in synch by discussing who will do what and why is essential for mutual progress. It doesn’t necessarily entail reaching a consensus. Often there will be irreconcilable differences about what should be done, but a decision still needs to be made, which is fine. The process of getting in synch will make it clear what is to be done and why, even if it cannot eliminate difference. One of the most difficult and most important things you must do, and have others do, is bring forth disagreement and work through it together to achieve a resolution. Recognize that this process takes time. It can happen any way people prefer: discussion, e-mail, etc. You must have a workable process for making decisions even when disagreements remain. I discuss such a process in the earlier section on getting in synch.
... 79) 保持与员工意见统一。如果无法达成意见一致，就会产生令人困惑的、低效率的决策，还可能导致你在大方向上出现冲突，因为1）你们不了解彼此的想法，通常会造成大相径庭的推断；2）你们对于应该如何推进事项及其原因上的分歧尚未得到解决。通过讨论分工及其原因从而实现意见一致能够促进互相进步。并不一定需要达成完全的共识。有时的确会出现一些关于该如何做事的不可调和的分歧，但是依然需要作出决定，这种情况是可以接受的。争取达成意见一致的过程能够明确大家该干什么，但是可以保留那些无法消除的分歧。你必须做的以及必须让他人做的最艰难最重要的事情之一就是将分歧提到台面上来，讨论分析以求获得一个解决方案。当然，这一过程会耗费一些时间，也可以通过多种方式来进行，比如讨论，发邮件等。你必须制定出一个决策的可行流程，即便争议依然存在，在前面关于争取达成意见一致的部分我已经讨论过这个流程了。
... 80) Get a “threshold level of understanding”—i.e., a rich enough understanding of the people, processes and problems around you to make well-informed decisions.
... 80) 充分了解工作相关情况。—即为做出最周全的决定，必须充分了解身边的员工、工作流程及存在的问题。
...81) Avoid staying too distant. You need to know your people extremely well, provide and receive regular feedback, and have quality discussions. Your job design needs to build in the time to do these things.
... 81) 避免和员工产生距离感。你需要极其了解你的员工，经常性提供并听取反馈意见，开展富有成效的讨论。你的工作职责安排中应该留出足够的时间来做这些事情。
81a) Tool: Use daily updates as a tool for staying on top of what your people are doing and thinking. Daily updates are brief descriptions of what the person did that day, what they are planning to do the next day, their problems, their questions, and their observations. They typically take about five minutes to write and do wonders for staying in touch.
81a) 工具：使用每日进度更新了解员工工作与思考的情况。每日进度更新是关于某个员工当日工作进度的简报，还包括了他们明天的计划、存在的问题、疑惑、观察。进度更新只需要大约五分钟就能完成，对于跟进工作状态十分有效。
... 82) Learn confidence in your people—don’t presume it. It takes time to learn about people and what confidences can be placed in them. Sometimes new people are offended we don’t yet have confidence in how they are handling their responsibilities. They think it’s a criticism of their abilities when in fact it’s a realistic recognition that we simply haven’t had enough time or direct experience with them to form a point of view. No manager (including myself) should delegate responsibilities to people we don’t yet know well enough to have confidence in. And new people shouldn’t be offended if we haven’t yet formed that confidence.
...82) 对员工的信任度不能先入为主，要逐步去了解。了解员工，了解能给他多少信任是需要花费时间的。有时，当我们对于一些新人是否能担当重任还存在怀疑，这可能会冒犯到此人。他们会认为这是你对他们能力的质疑，而实际上这只是因为我们还没有足够的时间去了解该人，也没有和他们直接打过交道，因此还无法形成相关认识。所有的管理者（包括我自己）在对下属 没有充分了解建立信任之前，都不能将责任分配给他们。而新员工也不能因为管理者还没有机会建立其对他们的信心就感到被冒犯了。
... 83) Vary your involvement based on your confidence. Management largely consists of scanning and probing everything for which you are responsible to identify suspicious signs. Based on what you see, you should vary your degree of digging, doing more of it for people and areas that look more suspicious, and less of it where probing instills you with confidence. With the right tools in place and performing well, your scanning will include both reviewing the output of these tools (e.g., “issues log,” “metrics,” “daily updates,” and “checklists”) and spot-checking.
...83) 处理问题时，根据自己感觉有把握的情况来调整参与度。管理通常意味着扫描和调查所有你负责的事项，以便找到可疑迹象。根据你所看到的，调整调查的程度。当被调查对象看起来更可疑时，可适当调高调查的程度。反之，当你有信心认为一般调查足以消除疑虑，即可调低调查程度。应该使用正确的调查工具，充分发挥其作用，调查应该包括定期审查、抽查问题日志、计量图表、日常进度更新、或清单等方式的结果。
... 84) Avoid the “theoretical should.” The theoretical should occurs when a manager theorizes that people should be able to do something when they can’t or without actually knowing whether they can do it.
... 84) 避免说“理论上应该”。 “理论上应该”是管理者认为从理论上讲人们应该有能力做某事，但实际上他们做不到，或者不确定自己是否能做到。
... 85) Care about the people who work for you. If you are not working with people you care about and respect, this whole thing ain’t worth it. If you don’t believe that, you probably shouldn’t work at Bridgewater. While it’s desirable to convey these feelings, having them is more important. It is good to share your lives together, but not required. Be there for weddings, births, and funerals. This is something that I try to do but fail to do enough because of the numbers, so I convey that I will be there for anyone who really needs me. Personal contact at the time of personal difficulty is a must.
... 85) 关爱员工。如果你不关心尊重你的员工，整个工作就没有意义了。如果你不相信这个论断，可能桥水基金就不太适合你。拥有对员工的关爱之情非常重要，如果能够表达出关爱最好。你们可以一起分享人生，但对此不强求。请尽量参加员工的婚葬嫁娶。我一直试图这样做，但是由于员工数量太多了，我做的还不够。当别人真的需要我时，我就会到场。在员工困难时与员工进行私下接触至关重要。
... 86) Logic, reason, and common sense must trump everything else in decision-making.
... 86) 决策中最重要的是讲究逻辑、给明理由且符合常识。
... 87) While logic drives our decisions, feelings are very relevant. A feeling is a reality—and a good reality—and it’s up to management to deal with all realities sensibly. Good emotions are important. In fact, they are probably most important since they are the reasons behind the good things we do, e.g., satisfaction with a job wonderfully done and love of others. Emotions are bad only if they cloud judgment and take us away from what we want.
