1. Involve the person who is the point of the pyramid when encountering cross-departmental or cross-sub-departmental issues. 2. Don’t do work for people in another department or grab people from another department to do work for you unless you speak to the
1. Don’t expect people to recognize and compensate for their own blind spots. 2. Consider the clover-leaf design. Source: Ray Dalio's Book Principles
1. Build your organization from the top down. 2. Remember that everyone must be overseen by a believable person who has high standards. 3. Make sure the people at the top of each pyramid have the skills and focus to manage their
Understand the power of the “cleansing storm.” Source: Ray Dalio's Book Principles
1. Put yourself in the position of pain for a while so that you gain a richer understanding of what you’re designing for. 2. Visualize alternative machines and their outcomes, and then choose. 3. Consider second- and third-order consequences, not just first-order
Create great decision-making machines by thinking through the criteria you are using to make decisions while you are making them. Source: Ray Dalio's Book Principles
Source: Ray Dalio's Book Principles
"Recombination is incredibly powerful and if we have a few solutions. Or futuristic. We can combine those to create evermore and that may be the real driving force behind innovation in the economy, is that when we come up with a solution
"The team can only get stuck at a solution that's a local optima for everyone on the team. That means the team has to be better than the people in it. So what we want, right, you want people with different local
"A heuristic technique (/hjuːˈrɪstɪk/; Ancient Greek: εὑρίσκω, "find" or "discover"), often called simply a heuristic, is any approach to problem solving, learning, or discovery that employs a practical method not guaranteed to be optimal or perfect, but sufficient for the immediate goals.