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Adam Long's avatar

Following up on my earlier comments, I had an opportunity to ask Ray Dalio -- via facebook -- the following question;

"I have really tried to take this [i.e. the advice Robin discussed] to heart, but wonder about how to implement it in a work environment where management does NOT embrace admitting weaknesses and mistakes and in fact punishes those who do."

He replied "I suggest that you change your work environment to one that will allow you to be yourself and evolve well recognizing your strengths and weaknesses."

So, it appears that, as Robin noted, his main advice for those who do not sit in an organization that rewards radical honesty is -- leave and find an organization that does. Maybe that's not bad advice. In my own case, I can think of several examples where i stuck around too long in an organization that did not reward honesty, and, looking back I wish I had left sooner.

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citizen15's avatar

"The fact that the top guy seems pretty self-absorbed and not very aware of the questions others are likely to ask of his book is not a good sign."

I wonder if anyone at Bridgewater has ever raised the criticisms of Principles that Hanson has (citations, supporting evidence, comparisons to other writings, etc.). If Bridgewater is as open to radical honesty as claimed, then presumably Dalio's underlings would have felt free to raise similar points in the past. On the other hand, had those points been raised, we might have expected Dalio to have revised his manifesto over the years so that his most recent published version would have addressed these issues.

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