You are expected to go to the higher level and look down on yourself and others as part of a system. (1/4)
In other words, you must get out of your own head, consider your views as just some among many, and look down on the full array of points of view to assess them in an idea-meritocratic way rather than just in your own possessive way. (2/4)
Seeing things from the higher level isn’t just seeing other people’s point of view; it’s also being able to see every situation, yourself, and others in the situation as though you were looking down on them as an objective observer. (3/4)
If you can do this well, you will see the situation as “another one of those,” see it through everyone’s eyes, and have good mental maps or principles for deciding how to handle it. (4/4)

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More from @RayDalio

9 Sep
By practicing open-mindedness and assertiveness, you should be able to resolve most disagreements. If not, and if your dispute is one-on-one, you should escalate to a mutually agreed-upon believable other. (1/4) Image
All things being equal, that should be someone higher in your reporting chain, such as your boss. When a group can't reach an agreement, the person responsible for the meeting should take a believability-weighted vote. (2/4)
Since I gave my TED Talk in which I described the Dot Collector and told people I was planning to pass it along 7 years ago, there has been a clamoring for it. That led to the creation of the Dot Collector app for Zoom which is now available. (3/4)
Read 4 tweets
8 Sep
Learning must come before deciding. Your brain stores different types of learning in your subconscious, your rote memory bank, and your habits. (1/4)
But no matter how you acquire your knowledge or where you store it, what’s most important is that what you know paints a true and rich picture of the realities that will affect your decision. (2/4)
That’s why it always pays to be radically open- minded and seek out believable others as you do your learning. Many people have emotional trouble doing this and block the learning that could help them make better decisions. (3/4)
Read 4 tweets
24 Aug
The loss of the war in Afghanistan is not only causing great human suffering, it's having geopolitical repercussions. The world order is changing and not in America’s favor. (1/5)
When I speak with world leaders who are pondering the “US vs China” question they almost unanimously explain that they make that choice based on which is more advantageous to them economically and militarily. (2/5)
They all say China is more important to them economically and, regarding the military, the question is whether the United States will fight for them when they need them to. (3/5)
Read 5 tweets
12 Aug
While it isn't all about the quid pro quo between the company and the employee, this balance must be economically viable for the relationships to be sustainable. #principleoftheday (1/4)
Set policies that clearly define this quid pro quo, and be measured, but not excessively precise, when shifting it around. While you should by and large stick to the arrangement... (2/4)
... you should also recognize that there are rare, special times when employees will need a bit of extra time off and there are times that the company will require employees to give it extra hours. (3/4)
Read 4 tweets
10 Aug
Many of you have taken the PrinciplesYou assessment and found the results to be interesting and accurate. To build upon the results you received, I wanted to share some principles relevant to each archetype, which you'll find here for the Quiet Leader archetype. (1/4)
If your archetype was the Quiet Leader, these principles might help you identify areas for growth as well as ways to maximize your strengths.

Quiet Leaders focus on leading themselves and others through their open-mindedness... (2/4)
... and their equanimity in facing challenges - often leading as much through "taking in" as "putting out". They tend to be more reserved, reflective, both determined and humble, composed under pressure while also being inspiring and demanding leaders. (3/4)
Read 4 tweets
30 Jul
Emotions tend to heat up during most disagreements, especially when the subject is someone's weaknesses. Speak in a calm, slow, and analytical manner to facilitate communication. (1/5) Image
Put things in perspective by reminding them that their pain is the pain that comes with learning and personal evolution--and that knowing the truth will put them on the path to a much better place. (2/5)
Consider asking them to go away and reflect when they are calm, and have a follow-up conversation a few days later. (3/5)
Read 5 tweets

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