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为人处世之道人与人之间的思维方式千差万别——《原则》翻译第二部分第四章前言-泮水采芹

2014-12-12 全部文章 46 ℃
人与人之间的思维方式千差万别——《原则》翻译第二部分第四章前言-泮水采芹
4 Understand That People Are Wired Very Differently4 要明白人与人之间的思维方式差异很大
Because of the different ways that our brains are wired, we all experience reality in different ways and any single way is essentially distorted. This is something that we need to acknowledge and deal with. So if you want to know what is true and what to do about it, you must understand your own brain.
因为人与人之间的思维方式有很大差异,所以我们体验到的现实也各不相同,而且任何单独的一种现实都是被歪曲的。这是我们需要认清且去应对的问题。所以犍为天气预报 ,如果你想知道什么是真的,要做些什么,你必须了解你自己的大脑牛蛙网。
That insight led me to talk with many psychologists, psychiatrists, neuroscientists, personality testers, and other believable people in the field, and it led me to read many books. I discovered that though it is obvious to all of us that we are born with different strengths and weaknesses in areas such as common sense, creativity, memory, synthesis, attention to detail, and so forth, examining these differences objectively makes even most scientists uncomfortable. But that doesn’t make it any less necessary, so I pushed forward with these explorations over several decades.
基于这种认知我和相关领域的很多专家进行了交谈,包括心理学家、精神病学家、神经科学家、性格测试者以及其他在这一领域中可信的人,也读了很多相关书籍阮丹宁。我发现,尽管我们所有人都知道,我们生来就有不同的优势和劣势,比如常识、创造力、记忆力、综合能力、对细节的关注等等。客观地审视这些差异甚至让大多数科学家都感到不舒服。但这依然非常必要,所以几十年来我一直不停地进行这些探索。
As a result, I have learned a lot that helped me and that I believe can help you. In fact, I attribute as much of my success to what I’ve learned about the brain as I do to my understanding of economics and investing. In this chapter, I will share some of the amazing things I’ve learned.
因此,我学到了很多能够帮到我的东西,同时我相信它也能帮到你。事实上,我对人的大脑的了解对我成功所起到的作用,不比我对经济学和投资的理解所起到作用小。在这一章里,我将分享我所学到的一些非常精彩的东西。WHY I TURNED TO NEUROSCIENCE为什么我会去研究神经科学?
When I started Bridgewater two years out of business school武林志电影 , I had to manage people for the first time. At first I thought that hiring smart people—for instance, the top students out of the top schools—should get me capable employees劫掠梦魇 , but as often as not, those people didn’t turn out well. “Book smarts” didn’t typically equate to the type of smarts I needed.
当我从商学院毕业两年后,开始创建桥水公司时,我第一次不得不管人。开始时,我认为聘用聪明人应该可以让我获得有能力的人才,比如那些毕业于一流大学的一流学生。但经常不是这样,这些人的表现并不好花骨朵儿 。课堂上聪明并不常常等同于我所需要的那种聪明。
I wanted to work with independent thinkers who were creative, conceptual, and had a lot of common sense. But I had a hard time finding those sorts of people and even when I did, I was shocked at how differently their brains seemed to work. It was as though we were speaking different languages. For example, those who were “conceptual” and imprecise spoke one language while those who were literal and precise spoke another. At the time, we chalked this up to “communication problems,” but the differences were much deeper than that—and they were painful for all of us, particularly when we were trying to achieve big things together.
我想和那些能独立思考的人工作,他们有创造力,有概念,富有常识。但我很难找到这些人,甚至当我找到了,我也常震惊于他们大脑思维方式的不同。它就好像我们在说不同的语言一样。例如,那些“概念性的”但不精确的人说一种语言,而那些字斟句酌追求精确的人说另一种语言。当时,我们把这种问题归因于“沟通问题”,但这种分歧比“沟通问题”深刻的多荔浦天气预报 。这对我们来说很痛苦,尤其是当我们试图一起做些大事时。
I remember one research project—an ambitious attempt to systemize our global understanding of the bond markets—that took place years ago. Bob Prince was running it, and while we agreed conceptually on what we were trying to do, the project didn’t get pushed through to results. We’d meet with Bob and his team to agree on the goal and lay out how to get there. But when they’d go off to work on it, they’d make no progress. The problem was that conceptual people who visualized what should be done in vague ways expected more literal people to figure out for themselves how to do it. When they didn’t, the more conceptual people thought the more literal people had no imagination, and the more literal people thought the more conceptual people had their heads in the clouds. To make matters worse, none of them knew which were which—the more literal people thought that they were as conceptual as the conceptual people and vice versa. In short, we were gridlocked, and everyone thought it was someone else’s fault—that the people they were locking horns with were blind, stubborn, or just plain stupid.
我记得有一个研究项目,它一项雄心勃勃的尝试,旨在将我们对债券市场的全球理解系统化。这个项目发生很多年前金首露 。当时Bob Prince在运营这个项目,同时我们也在概念上同意尽力去做混沌研习社 ,但这个项目没有被推进并产出结果。我们和Bob以及他的团队会面拖拖我的家,目标达成了一致,并制定出达成目标的方法。但是当我们去行动时,依然没有任何进展。产生这个问题的在于,概念性的人模糊的预想该做些什么虎墨沉香 ,期望务实的人自己想出具体要怎么做。当他们没有想出来时私语书,概念性更强的人就认为务实的人没有想象力。务实的人则认为概念性的人想法太虚幻缥缈。更糟的是,他们自己并不知道谁是偏概念性的,谁是务实的。务实的人认为他们和概念性的人一样有概念,反之亦然。简而言之,我们陷入了僵局,每个人都认为是别人的错,都认为对方盲目,顽固,或纯粹是蠢。
Those meetings were painful for everyone. Because no one was clear about what they were good or bad at, everybody expressed opinions about everything and there wasn’t any sensible way of sorting through them. We discussed why the group was failing, which led us to see that the individuals Bob had chosen for his team reflected his own strengths and weaknesses in their own roles. While that took frankness and open-mindedness and was a big step forward, it wasn’t recorded and systematically converted into adequate changes, so the same people kept making the same sort of mistakes, over and over again.
那些会议对每个人来说都非常痛苦。因为没有人清楚什么是好什么是坏,人人都表达自己对所有事情的观点,但没有任何实用的方式去将那些观点分类。我们于是一起讨论为什么我们这个项目组会这么失败。这使得Bob个人在团队面前反思他自己在这个领导角色中的优势和劣势。这一举动带来了更多坦诚和开放,是一个非常大的进步。但是由于没有做好记录并将其系统的转化为足够的改变,因此同样的人还是一次次犯同样的错误。
Isn’t it obvious that our different ways of thinking, our emotional responses, and our not having ways of dealing with them is crippling us? What are we supposed to do, not deal with them?
这难道不是很明显吗?我们不同的思维方式,不同的情绪反应,以及我们没有办法处理这些问题使得我们陷入瘫痪。我们该怎么办呢?听之任之吗?
I’m sure you’ve been in contentious disagreements before—ones where people have different points of view and can’t agree on what’s right. Good people with good intentions get angry and emotional; it is frustrating and often becomes personal. Most companies avoid this by suppressing open debate and having those with the most authority simply make the calls. I didn’t want that kind of company. I knew we needed to dig more deeply into what was preventing us from working together more effectively虚怀若谷造句 , bring those things to the surface, and explore them.
我敢肯定你曾经也有过因为意见不同无法达成一致而和他人陷入争论的时候。你们目的都是好的,人品也都很好龙骑士传说 ,但却变得怒目相对,情绪失控;这令人沮丧且常常变成私人恩怨。大部分公司通过抑制公开辩论,来避免这种情况发生的方法是,或者仅仅让最权威的人做决定。我不想要这种公司。我知道我们需要挖的更深一些,到底是什么在阻止我们更有效的合作?我们要让问题浮出表面,然后去探究他们。
Bridgewater’s roughly 1,500 employees do many different things—some strive to understand the global markets; others develop technologies; still others serve clients, manage health insurance and other benefits for employees, provide legal guidance, manage IT and facilities, and so on. All these activities require different types of people to work together in ways that harvest the best ideas and throw away the worst. Organizing people to complement their strengths and compensate for their weaknesses is like conducting an orchestra. It can be magnificent if done well and terrible if done poorly.
桥水公司大概有1500名员工,他们都做着不同的事情——一些人努力了解全球市场张钟中 ,一些人开发技术,还有一些做客服,为员工管理健康保险以及其他的一些福利,提供法律指导,管理IT和设备,等等。所有这些事情都需要不同类型的人合作,来收获最好的想法并排除最糟糕的想法。组织这些人发挥优势弥补劣势,就像在指挥一个管弦乐队。多田薰 组织的好将非常精彩组织的不好将非常糟糕。
While “know thyself” and “to thine own self be true” are fundamental tenets I had heard long before I began looking into the brain, I had no idea how to go about getting that knowledge or how to act on it until we made these discoveries about how people think differently. The better we know ourselves, the better we can recognize both what can be changed and how to change it为人处世之道, and what can’t be changed and what we can do about that. So no matter what you set out to do—whether on your own, as a member of an organization, or as its director—you need to understand how you and other people are wired.
在很久以前,我还没有开始研究人的大脑时,我就听说了“认识自己”和“忠于自己”是人生的基本原则。但我不知道如何获取相关知识,也不知要怎么去做,直到我们发现人们是如何用不同的思维方式去思考问题的。我们越了解自己,我们越清楚我们可以做哪些改变以及如何去改变,也越清楚什么是我们无法改变的,对这些无法改变的事我们又能做些什么。所以无论你要去做什么,不管是自己做,还是作为团队的一员,或者带领一个团队去做,你都需要懂得你和其他人是如何思考问题的。
ps:
没有更新读书笔记的日子,会尽可能每天放一些翻译,给想要持续学习《原则》的伙伴。
本人非专业,欢迎各英语大神以及英语学习爱好者给与反馈。我们一起互相交流学习。