-经常翻阅分派任务清单，查看进度，决定是否需要调整。
-Create transparency around the plan by posting it publicly and reviewing it regularly with the group. This helps people see the ways in which all of the problems are being addressed and reinforces accountability.
-公开张贴计划，和小组定期共同审阅计划，从而确保计划透明。这能让员工看到解决问题的方式，提高他们的责任感。
Do not exclude any relevant people from the drilldown: besides losing the benefit of their ideas, you disenfranchise these people from the game plan and reduce their sense of ownership.
不要把任何相关人员排除在钻取之外：除了失去他们的想法外，你剥夺了这些人参与计划的权利，减少了他们的主人翁意识。
Remember that people tell you things they want and tend not to be self- critical. It is your job as a manager to get at truth and excellence, not to make people happy. For example, the correct path might be to fire some people and replace them with better people, or to put people in jobs they might not want, etc. The brainstorming session must include a discussion of people’s weaknesses and failings to get at truth and excellence. Everyone’s objective must be to get at the best answer, not the answer that will make people happy. This is especially true for managers. In the long run, the best answers will be the ones that make the people we want to be at Bridgewater happiest.
要记得人们只会说自己想说的事，而且不太会自我批评。你作为管理者，应该寻找真相，追求卓越，而不是取悦别人。比如说，正确的做法可能是解雇某人，然后以更优秀的人取而代之，或是把人员安排到他们自己不想去的位子上。头脑风暴环节必须要讨论人们在寻找真相，追求卓越的过程中遇到的失败和坎坷。每个人的目标都应该是寻找最优解，而不是取悦别人，对管理者来说更是如此。从长期来看，只有最优解才能让那些我们想要留在桥水的人最开心。
...163) Put Things in Perspective
...163) 理清思维
So…
因此：
... 164) Go back before going forward. Before moving forward, take the time to reflect on how the machine worked. By diagnosing what went right and what went wrong (especially what went wrong) , you can see how the machine is operating and how it should be improved. People who are just focused on what they should do next are overly focused on the tasks at hand and not on how the machine is working; so they don’t make sustainable progress.
... 164) 前进之前请先回顾。实施下一步之前，花点时间反思机制的运作。诊断分析哪里做得好哪里做得不好（尤其是后者），以便更了解机制的运行和改进措施。太过强调下一步进展，会让人过于关注手头的工作，而忽视了整个机制的运行状况，这不是可持续发展之路。
Go back by “telling the story” to help put things in perspective. Sometimes people have problems putting current conditions into perspective or projecting into the future. Sometimes they disagree on cause- effect relationships, or focus on details rather than addressing the big picture. Sometimes they forget who or what caused things to go well or poorly. By asking them to “tell the story” of how we got here, or by “telling the story” yourself, you put where you are in perspective. Doing this highlights important items that were done well or poorly in relation to their consequences, draws attention to the overarching goals, and helps achieve agreement. By telling the story from the past to the present, it will help you continue it into the future (i.e., design a plan) . Making a good plan involves sketching out the important events through time and thinking through the specifics in sequence so that when you are done, the final story is vivid and easy to visualize. Then other people can understand the plan, comment on it, and eventually believe in it. It’s also required for specifying who should do what and when.
通过“讲故事”的方式来回顾过去可以让人理清思路。有时，人们很难理清当前状况或是预测未来走势。有时，人们对因果关系有不同看法或是过于专注细节而忽略大局。有时，人们忘记是什么人或者什么原因导致事情成功或失败。这时候，无论是让他们“讲故事”描述每一步的进展，还是自己“讲故事”，都可以让我们理清思路。这种做法，能突出重要事件的结果是好是坏，让人关注整体目标，从而达成一致意见。讲述从过去到现在的过程，能帮助你续写这个故事（即设计计划）。要做好计划，需要列出发生过的重要事件，然后按照顺序思索细节内容。这样做完计划后，最终的故事既生动，又容易想象。其他人就能理解这个计划，提出建议，最终信服该计划。计划中应该指明什么人负责在什么时候做什么事。
164a) Tool: Have all new employees listen to tapes of “the story” to bring them up to date. Listen to some of the associated tapes about Bridgewater’s story. Imagine how much better informed you would be than a person who just joined Bridgewater and hadn’t listened to these stories.
164a) 方法：让所有新员工听“故事”磁带，帮助他们了解公司截止到目前的发展状况。听一些和桥水基金公司的故事相关的磁带。想一想现在你所了解的内容比你刚加入桥水，没听过这些故事之前多多少。
... 165) Understand “above the line” and “below the line” thinking and how to navigate between the two. There are different levels and themes going on in any one conversation. It is important to know how to navigate them. If you imagine main points and subordinate points organized in outline form, an above-the- line discussion addresses the main points. That doesn’t mean you shouldn’t reference details, because some details might be necessary to the discussion. But reference details solely for the purpose of understanding major points rather than dissecting minor points.
... 165）理解“宏观”和“微观”的思维模式及其适用范围。每一次讨论中都有不同的层次和不同的主题。你要知道怎么应对。如果将主论点和分论点以提纲形式排列出来，那么宏观层面讨论关注的是主论点。但这不意味着你就不能提及细节，因为细节可能对讨论至关重要。但要记得，引用细节只是为了更好地理解主论点，而不是为了分析分论点。
For example, suppose your major point is: “Sally can do that job well.” In an above-the-line conversation, the discussion of her qualities would target the question of Sally’s capacity to do her job. As soon as agreement was reached on whether she could perform competently, you would pass to the next major point—such as what qualities are required for that job. In contrast, a below- the- line discussion would focus on Sally’s qualities for their own sake, without relating them to whether she can do her job well. The discussion might cover qualities that are irrelevant to the job. While both levels of discussion touch on minor points, “above the line” discourse will always move coherently from one major point to the next in much the same way as you can read an outline in order to fully understand the whole concept and reach a conclusion. You go “below the line” to the minor points only to illustrate something important about the major points and progress in an orderly and accurate way to the conclusion. Your ability to do this is partially innate but can be improved with practice.
举个例子，假设你的主论点是：“萨莉能做好那个工作。”在宏观层面谈话中，关于她素质的讨论主要放在萨莉的工作能力上。一旦大家关于她是否能胜任这一问题取得一致，你就可以开始讲下一个主论点，比如说该工作所需的素质有哪些。相比之下，微观层面的讨论关注萨莉的素质本身，而不会将这些素质和她能不能胜任联系起来。这种讨论可能会谈及和工作无关的个人素质。尽管两个层面的讨论都涉及到分论点，但是“宏观”谈话的两个主论点间有连贯性，这和你阅读提纲，理解整个概念，并最终得出结论是一个道理。你谈及“微观”层面的分论点只是为了说明和主论点相关的重要信息，然后按部就班地过渡到结论。这种能力有一部分是与生俱来的，但也可以通过练习提高。
Good conceptual thinkers naturally see things in this outline-like form and know how to navigate. They know whether they are having an above-the-line conversation and appropriately delving, and they know how to navigate between both levels. Poor conceptual thinkers tend to get confused because they see things as one big pile of information from which they pick data points almost at random.
富有理性的思考者通常会以这种提纲挈领的方式看待问题，且游刃有余。他们知道是否在进行宏观层面讨论，以及如何恰当地提及细节，他们也知道怎么在两种模式之间自由切换。缺乏逻辑的思考者通常会感到困惑，他们将事物看做一大团信息，只能以近乎随机的方式从中择取数据。
... 166) Design Your Machine to Achieve Your Goals
... 166) 设定机制，达成目标
So…
因此：
... 167) Remember: You are designing a “machine” or system that will produce outcomes. This machine will consist of distinct parts (i.e., people and other resources as well as the way they interact with each other) .
... 167）要记得：你是在设定一个能够有产出的“机制”或系统。这个机制由不同的部分构成（即，人员，其它资源，以及它们之间互动的方式）
167a) A short-term goal probably won’t require you to build a machine. But for an ongoing mission, you will need a well-designed and efficient machine.
167a) 短期目标可能不需要你设立机制。但是长期存续任务需要一个设定良好，能有效运行的机制。
167b) Beware of paying too much attention to what is coming at you and not enough attention to what your responsibilities are or how your machine should work to achieve your goals. Constantly compare your machine’s outcomes to your goals in order to reflect on how well the machine is operating. Examine both the design and how the individual parts are functioning.
167b) 注意不要太过关注你眼前的问题，而忽视了你的职责，以及机制怎样运行并达成目标。经常性地对比机制成果和目标，反思机制运行情况。检查设定运行和人员表现状况。
... 168) Don’t act before thinking. Take the time to come up with a game plan. Take at least a few hours to think through your plan. Those hours will be virtually nothing in relation to the amount of time that will be spent doing, and they will make the doing radically more effective.
... 168）三思而后行。花点时间做计划。至少要花几个小时的时间思考你的计划。这点时间和你行动起来花的时间相比根本不算什么，但是却能让你之后的行动更有效率。
... 169) The organizational design you draw up should minimize problems and maximize capitalization on opportunities. Make the design an extension of your understanding of your problems and opportunities.
... 169）你拟出的组织设计应该能最小化问题，最大化机会。让设计成为你对问题和机会内涵理解的一种延伸。
... 170) Put yourself in the “position of pain” for a while so that you gain a richer understanding of what you’re designing for. Temporarily insert yourself into the flow to gain a real understanding of what you are dealing with (the process flow, the type of people needed, the potential problems, etc.) and to visualize a clear picture of what will work. You can accomplish this in a number of ways (reviewing work, doing work at different stages in the process, etc.) .
... 170) 将自己放在“痛点”上一段时间，你就会更理解自己的设定针对的对象是什么。暂时将自己插入到工作流程中，真正理解你要处理的事务（流程，需求人员类型，潜在问题等），从而构想出运作蓝图。你可以用很多种方式来完成这个步骤（回顾工作，尝试流程中不同阶段的工作等）。
... 171) Recognize that design is an iterative process; between a bad “now” and a good “then” is a “working through it” period. That “working through it” period involves trying processes and people out, seeing what goes well or poorly, learning from the iterations, and moving toward having the right people in the ideal systematic design. Even with a good future design picture in mind, it will naturally take time, testing, mistakes, and learning to get to a good “then” state.
... 171) 要认识到，机构设置是一个循环往复的过程，在一个糟糕的“现在”和一个美好的“未来”之间，是“努力实现”的过程。这一努力实现的过程包括不断检测各种流程和员工，观察运行良好和不佳的环节，从循环往复中学习，不断改进，将合适的人员安排进理想系统设置之中。即便你在脑海中已经有了一个完善的未来机构设置图，也还是需要花一些时间来测试、犯错、学习，最终达到理想的“未来”的状态。
... 172) Visualize alternative machines and their outcomes, and then choose. A good designer is able to visualize the machine and its outcomes accurately, though imperfectly. First visualize the parts and their interactions, and then find the parts to fit the design. Look at all the system’s pieces and their interactions. Imagine how goals 1, 2, and 3 can be achieved. Imagine how Harry, Larry, and Sally can operate in various ways with various tools and different incentives and penalties in place to achieve those goals. Then imagine how the system would work differently if you replaced Harry with George, or if it was configured in an entirely different way. Do this iteratively. Think through what the products and people and finances will look like month by month (or quarter by quarter) over the next year given one system; then change the system and visualize the outcomes again. At the end of this process, your plan should look like a realistic movie script, which describes the parties and their interactions through time. Remember that everything takes longer and costs more than you plan for. Recognize that some people are relatively better or worse at visualization. Accurately assess your own abilities and those of others so you can use the most capable people to create the visualization.
... 172) 将可替代的其他机制及其成果形象化，以供选择。一个好的规划师能够准确地将机制及其成果表述出来，当然，可能达不到完美的程度。首先，将各个部件与部件之间的联系表述出来，然后寻找适合机制的部件。看一看系统里所有的碎片和这些碎片之间的联系，试想一下该如何实现目标的第一步、第二步及第三步。思考哈利、拉里、萨丽是如何通过各种方式，利用各种工具，在不同的激励和惩罚措施之下，最终实现了目标。再思考一下如果你用乔治代替了拉里，整个系统的工作方式会发生什么样的改变，会发生翻天覆地的变化吗？如此反复，思考在一种系统之下，下一年每月（或每季度）的产品、员工和财务会是什么样，然后将系统改变，再设想一下结果。在该流程的最后阶段，你的计划应该像一个真实的电影剧本，按时间顺序描述各方与他们之间的互动。记住，现实中完成每件事所需的时间总比计划的要长，应该付出的代价也总比计划要大。要认识到某些人会在将想法具体化能力上比其他人好一些或差一些。准确地评估自己和他人在这方面的能力，以便挑选最合适的人来做这件事。
... 173) Think about second- and third-order consequences as well as first-order consequences. The outcome you get as a first-order consequence might be desirable (or undesirable) , while the second- or third-order consequences could be the opposite, so focusing solely on first-order consequences, which people tend to do, could lead to bad decision-making. Though I might not like the first-order consequences of a rainy day, I might love the second-order consequences. So if I were in a position to choose whether or not there should be rainy days, I would need to look at the second- and third-order consequences to make the right decision. For example, for every person you plan to hire, you will have to hire more to support them. I call this “The 1.6 Effect.”
...173) 思考二、三级效应与一级效应。在一级效应下检测获得的结果可能是理想的（或不理想的），而在二、三级效应之下，结论可能正好相反。如果只是关注一级效应，人们往往也正是这样做的，就可能导致一些坏决策。比如，我也许不喜欢雨天的一级效应，但是我说不定喜欢它带来的二级效应。如果要我来选是不是应该有下雨天，我需要考虑雨天的二、三级效应，做出更明智的决定。比如，你每计划招聘一个人，那么你就需要雇更多的人来支持他们。我将此称之为“1.6效应”。
... 174) Most importantly, build the organization around goals rather than tasks. As an example of building the organization around goals rather than tasks, we have traditionally had a marketing department (goal: to market) that is separate from our client service department (goal: to service clients) , even though they do similar things and there would be advantages to having them work together. But because marketing and servicing clients are two distinct goals, we have a separate department for each. If they were merged, the department head, salespeople, client advisors, analysts, and others would be giving and receiving conflicting feedback. If asked why clients were receiving relatively poor attention, the answer might be: “We have incentives to raise sales.” Asked why they weren’t making sales, the merged department might explain that they need to take care of their clients. Keeping the two areas separate gives each department a clear focus and the appropriate resources to achieve its goals, makes the diagnosis of resource allocations more straightforward, and reduces “job slip.” Of course, when building departments around goals, your goals have to be the right size to warrant these resources. An organization might not be big enough to warrant having a few salesmen and its own analytical group. Bridgewater has successfully evolved from a one-cell organization, in which most people were involved in everything, to the current multi-cell organization because we retained our ability to efficiently focus as the organization grew. Also, I want to make clear that temporarily sharing or rotating resources is OK, and is not the same thing as a merging of responsibilities. I will discuss merging later in this document, as well the coordination required to maintain focus in large organizations.
... 174) 以目标为中心建立机构，而不是以任务为中心，这是重中之重。我们围绕目标而不是任务来组建机构。例如，我们一直以来都有一个单独的市场部门，目标是进行市场营销。该部门与旨在为客户提供服务的客户服务部门是分开的。尽管以上两个部门的工作任务相似，而且将两个部门合并也可以产生一些好处，但是因为这两个部门的目标不同，我们就为每个目标单独设立了一个部门。如果两个部门合并，部门领导、销售人员、客户咨询、分析师以及其他员工就会给出或收到互相矛盾的反馈。比如，如果你问，“为什么客户没有受到应有的关注？”答案可能是，“因为我们需要提高销量啊。”如果你问为什么我们的销量如此不济，合并后的部门就可能解释他们需要照顾客户。设立两个独立的部门，能够给每个部门一个清晰的目标以及达成该目标的合适资源，也可以使资源配置的过程更加直截了当，减少“职责错位”的现象。当然，在围绕目标进行部门建设时，要注意你的目标大小应该与所分配的资源相匹配。有时候，一个公司可能规模比较小，不需要很多销售人员以及自己的分析团队。最开始，桥水联合基金只是一个单细胞公司，每个人都需要做所有的事。我们不断成长，将注意力进行有效集中，现在，桥水已经发展成为一个多细胞公司了。同时，我想要明确一点，暂时的共享或轮流使用资源是没问题的，这与合并职责不同。我将在后文中讨论合并的问题，以及如果在大型企业中集中注意力的协调能力。
174a) First come up with the best workflow design, sketch it out in an organizational chart, visualize how the parts interact, specify what qualities are required for each job, and, only after that is done, choose the right people to fill the jobs (based on how their capabilities and desires match up with the requirements) .
174a) 首先，设计最佳工作流，在一个组织图中画出草图，将各部分互动情况形象化，标出每个职位所需的特质，最后，选择合适的员工来填充岗位 (根据他们的能力和意愿来进行需求匹配) 。
