如果你问一个组织里的每个人，他们个人对组织成功贡献了多少百分比，最终得到的总和大概会接近 300%。这就是现实，也说明了为什么必须精确地将具体成果归因到具体的人身上。 否则，你永远不知道是谁真正负责了什么——更糟的是，你可能会错误地相信那些把自己吹成“重大成就背后功臣”的人。 If you ask everybody in an organization what percentage of the organization's success they're personally responsible for, you'll wind up with a total of about 300 percent. That's just the reality, and it shows why you must be precise in attributing specific results to specific people's actions. Otherwise, you'll never know who is responsible for what--and even worse, you may make the mistake of believing people who wrongly claim to be behind great accomplishments
Ray DalioFounder, Bridgewater Associates
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如果你问一个组织里的每个人，他们个人对组织成功贡献了多少百分比，最终得到的总和大概会接近 300%。这就是现实，也说明了为什么必须精确地将具体成果归因到具体的人身上。
否则，你永远不知道是谁真正负责了什么——更糟的是，你可能会错误地相信那些把自己吹成“重大成就背后功臣”的人。
If you ask everybody in an organization what percentage of the organization's success they're personally responsible for, you'll wind up with a total of about 300 percent. That's just the reality, and it shows why you must be precise in attributing specific results to specific people's actions. Otherwise, you'll never know who is responsible for what--and even worse, you may make the mistake of believing people who wrongly claim to be behind great accomplishments
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