126a) 常见错误:培训和测试测表现糟糕的员工来察觉他们是否掌握所需技能而不去尝试评估他们的能力。技能是很容易被测试的，所以技能应该很容易被判断。知道人们的技能没有知道人们的能力那么重要，这使得挑选有合适技能的人相对来说比较容易。而能力，尤其是右脑思维能力，却是很难评估的。当你思索为什么某人工作表现不佳时，不妨考虑一下他们是否能力欠缺。价值观是最难评估的，也需要花费最长的时间评估。
... 127) After you decide “what’s true” (i.e., after you figure out what your people are like) , think carefully about “what to do about it.”As mentioned before, it’s important to separate thinking about “what’s true” and thinking about “what to do about it.” Figuring out what’s true takes time—often several months filled with a large sample size. Figuring out what to do about it (i.e., designing) is much faster—typically hours or days—but it isn’t instantaneous. Too often people either jump to decisions or don’t make them.
... 127) 在找到真相之后（即了解到员工的真实情况），谨慎思考下一步该做什么。如前所述，应该将“真实情况是怎样”与“下一步该怎么做”区分开，这十分重要。找到真相需要时间，通常需要几个月的时间，以及一个较大的样本容量。而分析下一步该做什么，也就是进行分工设置，需要的时间却短得多，大概需要几个小时或几天就足够了，但这并不是一蹴而就的。人们往往草率决定或者根本不做决定。
... 128) Sort People into Other Jobs at Bridgewater, or Remove Them from Bridgewater
... 128) 在桥水基金内部进行换岗，或将其解除雇佣
So…
因此：
... 129) When you find that someone is not a good “click” for a job, get them out of it ASAP. If you are expecting/wishing people to be much better in the near future than they have been in the past, you are making a serious mistake—instead, sort the people. People who repeatedly operated in a certain way probably will continue to operate that way because that behavior reflects what they’re like. Since people generally change slowly (at best) , you should expect slow improvement (at best) , so instead of hoping for improvement, you need to sort the people or change the design to supplement them. Since changing the design to accommodate people’s weaknesses is generally a bad idea, it is generally better to sort the people.
... 129) 一旦发现某人不能胜任工作，尽快将其调离该职位。如果你期望某人能够在不远的将来比过去做得好很多，多半是痴心妄想。与此相反，请筛选员工。以某种方式重复性做事的人在将来也会持续以这种方式来做事，因为人的行为反应了他们的偏好。因为人们一般发生改变的速度很慢（如果能发生改变的话），因此你也只能期待有缓慢的进步（如果能有进步的话）。与其指望员工进步，不如将其进行筛选，或者改变分工设置来弥补他们的不足。为了弥补员工的不足而改变设置一般不是一个明智的做法，最好还是对员工进行筛选。
Sometimes good people “lose their boxes” because they can’t evolve into responsible parties soon enough. Either there is a problem with their qualities or it will take too long to train them well. Some of these people might be good at another position within Bridgewater. Remember that identifying failure and learning from it are part of the evolutionary process. Make sure you record the reasons on the relevant “baseball card” and think about what a good next step would be for that individual.
有时，如果无法快速成长为负责人，一些表现良好的员工也可能丢掉其岗位。这可能是因为他们能力欠缺，或者培训他们所花的时间过长，这些人在桥水基金可能能够胜任其他的工作。要记住，承认失败，从中吸取经验教训是成长的必经之路。确保你在相关的棒球记录卡上记下了问题的原因，再思考针对每个员工，下一步该做出什么决定。
... 130) Know that it is much worse to keep someone in a job who is not suited for it than it is to fire someone. Don’t collect people. Firing people is not a big deal—certainly nowhere near as big a deal as keeping badly performing people, because keeping a person in a job they are not suited for is terrible both for the person (because it prevents personal evolution) and our community (because we all bear the consequences and it erodes meritocracy) . Consider the enormous costs of not firing someone unsuited for a job: the costs of bad performance over a long time; the negative effect on the environment; the time and effort wasted trying to train the person; and the greater pain of separation involved with someone who’s been here awhile (say, five years or more) compared with someone let go after just a year.
... 130) 勉强将某人留在不合适的职位上要比将其开除更糟糕。不要勉强留人。开除员工并不是什么大不了的事情，强行留住表现不佳的员工造成的影响要大得多。因为勉强将某人留在其不适合的岗位上既有碍员工成长又会给公司带来不良后果，侵蚀公司能力至上的原则。思考这些勉强留人的成本吧，包括长期业绩不佳的成本，对环境造成的负面影响，试图培训此人造成的时间和精力浪费。而且，开除某个在公司供职长久的人（5年或更长）带来的分离之苦要远胜于开除一个才来了一年的人。
... 131) When people are “without a box,” consider whether there is an open box at Bridgewater that would be a better fit. If not, fire them. Remember that we hire people not to fill their first job at Bridgewater nor primarily for their skills. We are trying to select people with whom we’d like to share our lives. We expect everyone to evolve here. Because managers have a better idea of people’s strengths and weaknesses and their fit within our culture than what emerges from the interview process, you have invaluable information for assessing them for another role at Bridgewater.
... 131) 当员工没有岗位时，思考桥水公司内部是否还有更适合的岗位。如果没有，应该将该员工开除。记住，我们雇佣员工不是想给他们在桥水基金找到第一份工作，也不会将他们的技能作为第一考虑。我们想要挑选那些我们愿意与之分享人生的人。我们希望每个人都能在这里成长。管理者比面试官更为了解员工的优缺点以及他们是否能够融入我们的企业文化。因此，你拥有关于该员工的宝贵信息，能够衡量其在桥水是否还有其他合适的职位。
... 132) Do not lower the bar. If a person can’t operate consistently with our requirements of excellence and radical truth and can’t get to the bar in an acceptable time frame, they have to leave. We want to neither lower the bar nor enter into a long-term rehabilitation program.
... 132) 不要降低标准。如果某人无法达到我们关于优秀与极度真实的标准，在可接受的时间框架内也无法达标，那么他们就必须离开。我们不愿意降低标准，也不愿意进行长期的改造工程。
To Perceive, Diagnose, and Solve Problems…
发现、诊断、解决问题
... 133) Know How to Perceive Problems Effectively
... 133) 懂得如何有效发现问题
So…
因此：
... 134) Keep in mind the 5-Step Process explained in Part 2.
... 134) 时刻牢记在第二部 分阐释过的五步流程。
... 135) Recognize that perceiving problems is the first essential step toward great management. As in nature, if you can’t see what’s happening around you, you will deteriorate and eventually die off. People who can 1) perceive problems; 2) decide what to do about them; and 3) get these things done can be great managers.
... 135) 要认识到，发现问题是优秀管理的第一步。在大自然的环境中，如果你没有办法观察到周遭发生的事情，那么你将十分危险，最终自取灭亡。那些能够发现问题、决定如何处理问题、并执行解决方案的人才能成为优秀的管理者
... 136) Understand that problems are the fuel for improvement. Problems are like wood thrown into a locomotive engine, because burning them up—i.e., inventing and implementing solutions—propels us forward. Problems are typically manifestations of root causes, so they provide clues for getting better. Most of the movement toward excellence comes from eliminating problems by getting at their root causes and making the changes that pay off repeatedly in the future. So finding problems should get you excited because you have found an opportunity to get better.
... 136) 要理解，问题是提升的动力。问题就像木头投入了火车头发动机中一样，因为燃烧这些木头 —— 例如:创造和执行解决方案 —— 推动我们进步。问题通常是根源的表现形式，他们能够提供一些线索，让我们有所提升。分析问题的根源，彻底消除问题，进而做出改变，在未来能够重复获得回报，这一过程加快了我们向卓越迈进的步伐。因此，发现问题应该让你兴奋，因为这意味着你又找到一个提升自己的机会了。
... 137) You need to be able to perceive if things are above the bar (i.e., good enough) or below the bar (i.e., not good enough) , and you need to make sure your people can as well. That requires the ability to synthesize.
... 137) 你需要观察事情是在预期之上还是在预期之下，确保你的员工也有此观察力。这需要整合的能力。
... 138) Don’t tolerate badness. Too often I observe people who observe badness and tolerate it. Sometimes it is because they don’t have the courage to make the needed changes, and sometimes it is because they don’t know how to fix it. Both are very bad. If they’re stuck, they need to seek the advice of believable people to make the needed changes, and if that doesn’t work, they need to escalate.
... 138) 不要容忍问题。我经常看到一些人明明已经发现了问题，却对其放任。可能是因为他们没有勇气做出所需的改变，也可能是因为他们不知道怎么改，这两种情况都很糟糕。如果他们不知所措，那么就应该寻求靠谱的人的意见，做出相应改变。如果不行，他们就需要将问题升级。
... 139) “Taste the soup.” A good restaurateur constantly tastes the food that is coming out of his kitchen and judges it against his vision of what is excellent. A good manager needs to do the same.
... 139) “品尝汤的味道”。 一个称职的餐馆老板会经常尝一尝自己厨房做出的食物，然后以自己的品味来判断菜品是不是好吃。同理，一个好的管理者也需要这样。
... 140) Have as many eyes looking for problems as possible. Encourage people to bring problems to you and look into them carefully. If everyone in your area feels responsible for the well -being of that area and feels comfortable speaking up about problems, your risks of overlooking them will be much less than if you are the only one doing this. This will help you perceive problems, gain the best ideas, and keep you and your people in synch.
... 140) 找尽可能多的人手一起来发现问题。鼓励员工向你提交问题，同时你需要认真研究这些问题。如果公司每一个员工都认为自己对公司的成长负有责任，愿意坦诚地将问题说出来，这要比你独自发现问题好得多，更不容易忽略问题。这一过程能够帮助你发现问题，吸取最好的观点，帮助你和你的员工达成意见一致。
140a) “Pop the cork.” It’s your responsibility to make sure that communications from your people are flowing freely.
140a) “拔出瓶塞。” 确保员工交流畅通无阻是你的责任。
140b) Hold people accountable for raising their complaints. Ask yourself: 1) does someone think there’s something wrong; 2) did this lead to a proper discussion; and 3) if they felt raising the issue didn’t lead to the proper response, did they escalate it? That’s how it should be.
140b) 将投诉作为员工义务来进行。问一问自己：1）是否有人认为有事情出错；2）这一问题是否能展开适当的讨论；3）如果他们认为提出问题之后并不会针对问题进行讨论，那他们会将问题升级吗？基本上就是这样。
140c) The leader must encourage disagreement and be either impartial or open-minded.
140c) 领导者必须鼓励不同意见，不偏不倚，思想开放。
140d) The people closest to certain jobs probably know them best, or at least have perspectives you need to understand, so those people are essential for creating improvement.
140d) 与某项工作接触最密切的人应该最了解该项工作，或者至少有值得你借鉴的观点。因此，这些人对于促进提升是很重要的。
... 141) To perceive problems, compare how the movie is unfolding relative to your script—i.e., compare the actual operating of the machine and the outcomes it is producing to your visualization of how it should operate and the outcomes you expected. As long as you have the visualization of your expectations in mind to compare with the actual results, you will note the deviations so you can deal with them. For example, if you expect improvement to be within a specific range…
... 141) 参照你的剧本，比较电影情节的发展，通过这种方式来发现问题。观察机制的实际运行与其产出的实际效果，将其与你预期的运行方式和结果相比较。只要将你脑海中的预期的具体表述与实际结果对比一下，你就会发现二者之间的出入，从而做出修正。比如，如果你的预期提升是在一个特定范围内的，那么……
… and it ends up looking like this …
… 最终将变成这样 …
… you will know you need to get at the root cause to deal with it. If you don’t, the trajectory will probably continue.
你会意识到，你需要解决根源来处理问题，否则，前进的轨迹将无法继续。
... 142) Don’t use the anonymous “we” and “they,” because that masks personal responsibility—use specific names. For example, don’t say “we” or “they” handled it badly. Also avoid: “We should...” or “We ar...”Who is “we”? Exactly who should, who made a mistake, or who did a great job? Use specific names. Don’t undermine personal accountability with vagueness. When naming names, it’s also good to remind people of related principles like “mistakes are good if they result in learning.”
... 142) 不要使用模糊的人称“我们”或“他们”，这样做会掩盖个人责任。请使用具体人名。比如，不要说“我们”或“他们”做的很糟糕。同时也要避免说，“我们需要……”或者“我们是……”这样的句子。到底谁是“我们”？到底是谁需要？谁犯错？又是谁干的好？请使用具体的名字。不要用模糊表述掩盖了个人的责任。在点名时，最好能够提醒被点名的人“犯错能促进学习，是好事。”这样的原则。
... 143) Be very specific about problems; don’t start with generalizations. For example, don’t say, “Client advisors aren’t communicating well with the analysts.”Be specific: name which client advisors aren’t doing this well and in which ways. Start with the specifics and then observe patterns.
... 143) 具体问题要具体对待，不要一开始就过于宽泛。比如，不要说，“客户顾问没有与分析师进行很好的沟通。”请更具体一些，指出是哪些客户顾问没有做好，为什么说他们没有做好。先从具体问题下手，再试图观察模式。
... 144) Tool: Use the following tools to catch problems: issues logs, metrics, surveys, checklists, outside consultants, and internal auditors.
... 144) 工具：使用以下工具来捕捉问题：问题日志、计量图表、调查问卷、清单、外部咨询，以及内部审计。
1) Issues log: A problem or “issue” that should be logged is easy to identify: anything that went wrong. The issues log acts like a water filter that catches garbage. By examining the garbage and determining where it came from, you can determine how to eliminate it at the source. You diagnose root causes for the issues log the same way as for a drilldown (explained below) in that the log must include a frank assessment of individual contributions to the problems alongside their strengths and weaknesses. As you come up with the changes that will reduce or eliminate the garbage, the water will become cleaner. In addition to using issues logs to catch problems, you can use them to measure the numbers and types of problems, and they can therefore be effective metrics of performance. A common challenge to getting people to use issues logs is that they are sometimes viewed as vehicles for blaming people. You have to encourage use by making clear how necessary they are, rewarding active usage, and punishing non-use. If, for example, something goes wrong and it’s not in the issues log, the relevant people should be in big trouble. But if something goes wrong and it’s there (and, ideally, properly diagnosed) , the relevant people will probably be rewarded or praised. But there must be personal accountability.
问题日志：分辨哪些问题应该被记下来很容易，即记下所有出错的地方。问题日志就像阻拦垃圾的水过滤器一样，通过检查垃圾，查找来源，决定如何从源头清除这些垃圾。在问题日志中找寻问题的根源需要开展深度探讨（后详）。在日志中，应该如实记录个人对问题的贡献率，旁边标注该人的优缺点。随着你不断做出改变，水中的垃圾会随之减少甚至消失，水质会变得更好。除了使用问题日志来捕捉问题，你还是可以用它来记录问题的数量和类别，之后可以作为有效的工作表现计量。在使用问题日志时，最大的一个障碍就是人们认为问题日志是责备员工的工具。你应该明确问题日志的必要性，奖励积极使用的行为，惩罚不使用的行为，以此鼓励员工使用。如果出问题了，但是该问题却没有在日志中显示，那么相关人员应该有大麻烦。但是如果问题在日志中已经有所记录（理想状态下已经有了正确的诊断），相关人员就应该被奖励或表扬。总之，一定要向个人问责。
2) Metrics: Detailed metrics measure individual, group, and system performance. Make sure these metrics aren’t being “gamed” so that they cease to convey a real picture. If your metrics are good enough, you can gain such a complete and accurate view of what your people are doing and how well they are doing it that you can nearly manage via the metrics. However, don’t even think of taking the use of metrics that far! Instead, use the metrics to ask questions and explore. Remember that any single metric can mislead. You need enough evidence to establish patterns. Metrics and 360 reviews reveal patterns that make it easier to achieve agreement on employees’ strengths and weaknesses. Of course, the people providing the information for metrics must deliver accurate assessments. There are various ways to facilitate this accuracy. A reluctance to be critical can be detected by looking at the average grade each grader gives; those giving much higher average grades might be the easy graders. Similarly helpful are “forced rankings,” in which people must rank coworker performance from best to worst. Forced rankings are essentially the same thing as “grading on a curve.” Metrics that allow for independent grading across departments and/or groups are especially valuable.
计量图表：详细的计量图表能够有效衡量个人、团队和系统的表现。确保图表里的数据没有被篡改，能够显示真实情况。如果你的图表足够准确全面，那么你就能够清楚看到你的员工在做什么事，业绩如何，你甚至可以通过图表来进行管理。但是，不要过度使用图表，妄图实现一切。你需要观察图表，提问题，分析问题。记住，任何一个单一的图表都能带来误解。你需要收集足够多的证据来建立模式。计量图表和360度全息图能够揭示模式，记录员工优缺点，为各方达成一致意见带来方便。当然，为图表提供数据的人必须给出准确的评估，促进评估准确性的方式多种多样。如果想要检测评分者是不是愿意以批判的眼光在做评估，可以看看每个评分者给出的平均分。如果平均分给的过高，则说明评分者太宽容。还有一个类似有效的工具：强迫排序。员工必须对所有的同事表现进行排序，由最好的排到最差的。这种被迫排序和曲线评分方式相似。能够对各部门、各团队进行独立打分的图表是最有价值的。
3) Surveys (of workers and of customers) .
调查问卷（包括员工调查问卷和客户调查问卷）。
... 145) The most common reason problems aren’t perceived is what I call the “frog in the boiling water” problem. Supposedly, if you throw a frog in a pot of boiling water it will immediately jump out. But if you put a frog in room-temperature water and gradually bring the water to a boil, the frog will stay in place and boil to death. There is a strong tendency to get used to and accept very bad things that would be shocking if seen with fresh eyes.
