时间:2018-12-17 作者:英语课 分类:2017年NPR美国国家公共电台12月


英语课

 


GUY RAZ, HOST:


It's the TED 1 Radio Hour from NPR. I'm Guy Raz. And on the show today - ideas about transparency. So just think about your bosses for a second.


(SOUNDBITE OF FILM, "OFFICE SPACE")


GARY COLE: (As Bill Lumbergh) I'm going to need you to go ahead and come in tomorrow.


RAZ: Have you ever wanted to tell them exactly what you think...


(SOUNDBITE OF FILM, "OFFICE SPACE")


COLE: (As Bill Lumbergh) I'm also going to need you to go ahead and come in on Sunday, too.


RAZ: ...To let them know all the ways they're doing it wrong...


RAY DALIO: Yeah.


RAZ: ...That they're being jerks...


DALIO: Yes.


RAZ: ...Or that they're just not very good at their jobs?


DALIO: It's great.


RAZ: This is Ray Dalio.


DALIO: I'm Ray Dalio. I'm the founder 2 of Bridgewater Associates and now currently chairman and chief investment officer.


RAZ: So Ray's company is the largest hedge fund in the world. It manages more than $100 billion in assets. And Ray credits a big part of that financial success with creating a certain kind of culture at work, a culture he believes could help other companies succeed, too. And it's something Ray calls radical 3 transparency.


DALIO: That we want an idea meritocracy - in other words, a place where the best ideas win out - the ability to see things for oneself, the ability of people to see that thing happening so that they can form their own opinions about it.


RAZ: So Ray believes that even the most junior-level employees, like people straight out of college, can tell him to his face that basically he sucks.


DALIO: Yeah.


RAZ: And not only is that encouraged, it's kind of mandatory 4.


DALIO: I want to make the best decisions possible. And I know that I don't have all the answers in my, you know, my head. And I also know that the relationships set up with - with the people I'm dealing 5 with are really important.


I think one of the greatest tragedies of man is that people have opinions in their heads that they act on that are wrong. How do you know that wrong person isn't you? And so if we put it out there and then we have a thoughtful disagreement process, aren't we going to be better off?


(SOUNDBITE OF MUSIC)


RAZ: Here's Ray Dalio on the TED stage.


(SOUNDBITE OF TED TALK)


DALIO: Just to give you an example, this is an email from Jim Haskel, who - somebody who works with me. And this was available to everybody in the company. (Reading) Ray, you deserve a D-minus for your performance today in the meeting. You did not prepare at all well because there was no way you could have been that disorganized.


Isn't that great?


(LAUGHTER)


DALIO: That's great. It's great because, first of all, I needed feedback like that. I need feedback like that. And it's great because if I don't let Jim and people like Jim to express their points of view, our relationship wouldn't be the same. And if I didn't make that public for everybody to see, we wouldn't have an idea meritocracy.


(SOUNDBITE OF MUSIC)


RAZ: OK, so let's just go over a couple things that happen at Bridgewater. All meetings are videotaped, right?


DALIO: Some case video, some case audio, and it's virtually all. Nothing is 100 percent...


RAZ: But most.


DALIO: They might be proprietary 6 (ph) but most things are recorded so that people could see things for themselves.


RAZ: OK, so most things are recorded. Basically every employee is subject to a 360-degree review, like, every day, right?


DALIO: Yeah, everybody is getting - the way it works is in order to have an idea meritocracy, you're also trying to understand the merit of each person's thinking. And different people have different strengths and weaknesses. And you also want to collect everybody's thinking. So if you imagine you're going into a meeting, what it is is what people are thinking about how people are doing different things and what's going on is downloaded, you know, in almost continuous fashion through meetings and interaction.


RAZ: Into an app. People are constantly...


DALIO: Into an app.


RAZ: ...Inputting 7 data points into an app about ideas that other people raise.


DALIO: That's right.


(SOUNDBITE OF TED TALK)


DALIO: In order to give you a glimmer 8 into what this looks like, I'd like to take you into a meeting and introduce you to a tool of ours called the Dot Collector that helps us do this. A week after the U.S. election, our research team held a meeting to discuss what a Trump 9 presidency 10 would mean for the U.S. economy. Naturally, people had different opinions on the matter and how we were approaching the discussion. The Dot Collector collects these views. It has a list of a few dozen attributes, so whenever somebody thinks something about another person's thinking, it's easy for them to convey their assessment 11. They simply note the attribute and provide a rating from 1 to 10.


For example, as the meeting began, a researcher named Jen rated me a three - in other words, badly - for not showing a good balance of open mindedness and assertiveness 12. Others in the room have different opinions. That's normal. This tool helps people both express their opinions and then separate themselves from their opinions to see things from a higher level. When Jen and others shift their attentions from inputting their own opinions to looking down on the whole screen, their perspective changes. They see their own opinions as just one of many and naturally start asking themselves, how do I know my opinion is right?


(SOUNDBITE OF MUSIC)


RAZ: So, OK, so this is very complicated for, as you know, for 99 percent of people to understand because it's a - it is a radical idea. So I want to just break it down a little bit. Essentially 13, all 1,500 employees at Bridgwater have access to see how any other employee has been evaluated at any given time by other employees.


DALIO: Yeah. And why wouldn't you do that?


RAZ: It sounds horrible, right? It sounds absolutely horrible.


DALIO: You know, when we examined - when we examined the difficulties people have, they break into two groups. Somewhere between I would say probably a third in the first 18 months, they say it's not for...


RAZ: And they leave.


DALIO: And they leave.


RAZ: And they leave. OK.


DALIO: And we agree that it's not for - but we find it takes about 18 months to get used to, and when people are doing it, they can't work anywhere else.


RAZ: OK. I'm going to be radically 14 transparent 15 with you because I love that you have this big idea and you put it out there. I'm not sold on it at all. Like, I am seeking to be convinced, and this interview is one of those seeking moments. But I am still not convinced. I want to be transparent with you about this.


DALIO: Oh, that's great. No, like even the fact that you feel like you have to be compelled to say that somehow almost implies like there's some problem that we have - we don't - we have a disagreement and we haven't worked it out. There's no problem. Don't apologize. You don't have to unveil that.


RAZ: Yeah, no, no, not an apology.


DALIO: It's great.


RAZ: OK. So, all right, so you have this radical transparency, but it seems like radical transparency can only work if people are given a lot of room to fail, that they work in an environment where they're not afraid of being fired because of the way they're being evaluated all the time.


DALIO: Well, I believe failure is an important step in the learning process.


RAZ: How much?


DALIO: Look, you know, I guess 80 percent of it if you're asking how much.


RAZ: No, but I mean how much can you fail, right?


DALIO: Well, what you can do is you can scratch the car, but you can't total the car. In other words, that experimentation 16 of being able to do things and fail - failing produces most of the learning because, look, if you're not failing, then you're successful already. Learning's got to come from failing, to do something wrong, and then analyzing 17 how you failed. I think it's - to know how to struggle and fail well is an important thing. And to do that openly rather than to be stuck within your head and you're saying that these mistakes - so I'm asking you - so let's go back to the problem.


RAZ: Yeah. Sure.


DALIO: What is the problem with this way of operating intellectually? Tell me the intellectual problem. I hear that emotionally it's challenging, but tell me what the intellectual problem is.


RAZ: But I don't think they're mutually exclusive, right? I think they're connected. I mean, humans aren't these bodies of meat. I mean, we intertwine the intellectual and the emotional all the time.


DALIO: I'm asking you give me an example of what is wrong with that problem. We all, as human beings, have to reconcile the emotional and the intellectual in order to make the decision. And how we make that decision is important. So I think emotions are very important - inspiration, love, all those things - and they're together. But the reconciliation 18 so they line up so that we do things in our interest isn't important, and I'm saying we have better relationships as well as better outcomes by operating this.


RAZ: Do you acknowledge that your idea is pretty radical?


DALIO: Yeah. I acknowledge that and that's why - it's what's differentiated 19 us.


RAZ: Yeah.


DALIO: It's not for everybody. It's like if you want to be in Navy SEALs, OK? The Navy SEALs - it's tough. And so the first thing you have to do is - it's kind of like an intellectual Navy SEALs. There's - they produce excellent results and they have an excellent community. Right. So I get it. Not everybody wants to be this way, but other people would say, wow, it's invaluable 20. So I'm saying everybody should consider it. Decide in what degree you want it. Don't make it a black-and-white thing. I'm not saying everybody should do everything that we're doing. Just find the degree for yourself and ask yourself conceptually is it going to be better off or not.


(SOUNDBITE OF MUSIC)


RAZ: Ray Dalio - he's the founder of the hedge fund Bridgewater Associates and author of the book "Principles: Life And Work." You can see his full talk at ted.com.



1 ted
vt.翻晒,撒,撒开
  • The invaders gut ted the village.侵略者把村中财物洗劫一空。
  • She often teds the corn when it's sunny.天好的时候她就翻晒玉米。
2 Founder
n.创始者,缔造者
  • He was extolled as the founder of their Florentine school.他被称颂为佛罗伦萨画派的鼻祖。
  • According to the old tradition,Romulus was the founder of Rome.按照古老的传说,罗穆卢斯是古罗马的建国者。
3 radical
n.激进份子,原子团,根号;adj.根本的,激进的,彻底的
  • The patient got a radical cure in the hospital.病人在医院得到了根治。
  • She is radical in her demands.她的要求十分偏激。
4 mandatory
adj.命令的;强制的;义务的;n.受托者
  • It's mandatory to pay taxes.缴税是义务性的。
  • There is no mandatory paid annual leave in the U.S.美国没有强制带薪年假。
5 dealing
n.经商方法,待人态度
  • This store has an excellent reputation for fair dealing.该商店因买卖公道而享有极高的声誉。
  • His fair dealing earned our confidence.他的诚实的行为获得我们的信任。
6 proprietary
n.所有权,所有的;独占的;业主
  • We had to take action to protect the proprietary technology.我们必须采取措施保护专利技术。
  • Proprietary right is the foundation of jus rerem.所有权是物权法之根基。
7 inputting
v.把…输入电脑( input的现在分词 )
  • Micro-motor drive, open the door by inputting the password. 微电机驱动,输入密码,箱门开启。 来自互联网
  • In charge of matching and inputting invoice in SAP system. 负责在SAP系统内匹配及输入发票信息。 来自互联网
8 glimmer
v.发出闪烁的微光;n.微光,微弱的闪光
  • I looked at her and felt a glimmer of hope.我注视她,感到了一线希望。
  • A glimmer of amusement showed in her eyes.她的眼中露出一丝笑意。
9 trump
n.王牌,法宝;v.打出王牌,吹喇叭
  • He was never able to trump up the courage to have a showdown.他始终鼓不起勇气摊牌。
  • The coach saved his star player for a trump card.教练保留他的明星选手,作为他的王牌。
10 presidency
n.总统(校长,总经理)的职位(任期)
  • Roosevelt was elected four times to the presidency of the United States.罗斯福连续当选四届美国总统。
  • Two candidates are emerging as contestants for the presidency.两位候选人最终成为总统职位竞争者。
11 assessment
n.评价;评估;对财产的估价,被估定的金额
  • This is a very perceptive assessment of the situation.这是一个对该情况的极富洞察力的评价。
  • What is your assessment of the situation?你对时局的看法如何?
12 assertiveness
n.过分自信
  • Her assertiveness was starting to be seen as arrogance. 她的自信已开始被认为是自负了。
  • Role playing is an important element in assertiveness training. 在果敢自信训练班上,角色扮演是个重要内容。
13 essentially
adv.本质上,实质上,基本上
  • Really great men are essentially modest.真正的伟人大都很谦虚。
  • She is an essentially selfish person.她本质上是个自私自利的人。
14 radically
ad.根本地,本质地
  • I think we may have to rethink our policies fairly radically. 我认为我们可能要对我们的政策进行根本的反思。
  • The health service must be radically reformed. 公共医疗卫生服务必须进行彻底改革。
15 transparent
adj.明显的,无疑的;透明的
  • The water is so transparent that we can see the fishes swimming.水清澈透明,可以看到鱼儿游来游去。
  • The window glass is transparent.窗玻璃是透明的。
16 experimentation
n.实验,试验,实验法
  • Many people object to experimentation on animals.许多人反对用动物做实验。
  • Study and analysis are likely to be far cheaper than experimentation.研究和分析的费用可能要比实验少得多。
17 analyzing
v.分析;分析( analyze的现在分词 );分解;解释;对…进行心理分析n.分析
  • Analyzing the date of some socialist countries presents even greater problem s. 分析某些社会主义国家的统计数据,暴露出的问题甚至更大。 来自辞典例句
  • He undoubtedly was not far off the mark in analyzing its predictions. 当然,他对其预测所作的分析倒也八九不离十。 来自辞典例句
18 reconciliation
n.和解,和谐,一致
  • He was taken up with the reconciliation of husband and wife.他忙于做夫妻间的调解工作。
  • Their handshake appeared to be a gesture of reconciliation.他们的握手似乎是和解的表示。
19 differentiated
区分,区别,辨别( differentiate的过去式和过去分词 ); 区别对待; 表明…间的差别,构成…间差别的特征
  • The development of mouse kidney tubules requires two kinds of differentiated cells. 小鼠肾小管的发育需要有两种分化的细胞。
  • In this enlargement, barley, alfalfa, and sugar beets can be differentiated. 在这张放大的照片上,大麦,苜蓿和甜菜都能被区分开。
20 invaluable
adj.无价的,非常宝贵的,极为贵重的
  • A computer would have been invaluable for this job.一台计算机对这个工作的作用会是无法估计的。
  • This information was invaluable to him.这个消息对他来说是非常宝贵的。
学英语单词
adrenocortical syndrome
all hat and no cattle
artisanship
balad
Balios
binary digit(bit)
biotoxicology
brain birth
cable retention
coefficients of reflection
cold
coldgas reheater
collar bush
colo(u)r mixer
combined deamination
contingent liability
copycatism
corrosion proofing
crossing over frequency
daffiest
deallocating
decentering distortion
detritylated
double word
ecological research newsgroup
econut
emiuence
erthrocyte-antibody-complement
external base-collector capacitor
financial architecture
flat-coated retrievers
form of thinking
fringe howling
gangbangs
Gbundapi
Giaque-Debye method
Godardian
gravity-floatation plant
grid proximity effect
hais
harmonic interaction
holloa
Hypericum seniawinii
inherent opening time
intake velocity
internal packing
Junior League
Kakosa
law of independent assortment
Lloyd B.
maglis
magnesium methoxide
makashov
map cartography
match-fitnesses
misalignments of currencies
miscellaneous store
monospline
Natalian
Natronmesotype
oratosquilla fabricii
out-doors
paraglider aerodynamics
petroleum spirits
Philadelphia fleabane
photosynthetic lamellae
pityriasis sicca faciei
potlach
proclaims
program preparation aids
ramp bridge
remote mate
Rooshians
rubus kinashii lev.et vnt
Sant'Agata di Esaro
self-correcting capability
separately-compiled language
sevenpences
shammais
sheep's foot roller
single-stage compressor
sociotherapy
sorbitan monooleate
source pack
splenonephric
Strellev
supercharged (pressure) furnace
toprope
total depletion voltage
unacceptability
unbroken
uncertificated teacher
unplaited
unsqueezing
vegetative hybrid
Viet Bac
viverravus
Wikstroemia
winter buoy
Xerox Network System
yonest
Yuma, B.de