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Principles

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What follows are three distinct parts that can be read either independently or as a connected whole. Part
1 is about the purpose and importance of having principles in general, having nothing to do with mine.
Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my
management principles as they are being lived out at Bridgewater. Since my management principles are
simply my most fundamental life principles applied to management, reading Part 2 will help you to better
understand Part 3, but it’s not required—you can go directly to Part 3 to see what my management
principles are and how Bridgewater has been run. One day I’d like to write a Part 4 on my investment
principles. If you are looking to get the most bang for your buck (i.e., understanding for the effort), I
suggest that you read Parts 1 and 2, and the beginning of Part 3 (through the Summary and Table of
Principles) which will give you nearly the whole picture. It’s only about 55 pages of a normal size book.
Above all else, I want you to think for yourself—to decide 1) what you want, 2) what is true and 3) what to
do about it. I want you to do that in a clear-headed thoughtful way, so that you get what you want. I wrote
this book to help you do that. I am going to ask only two things of you—1) that you be open-minded and
2) that you honestly answer some questions about what you want, what is true and what you want to do
about it. If you do these things, I believe that you will get a lot out of this book. If you can’t do these
things, you should reflect on why that is, because you probably have discovered one of your greatest
impediments to getting what you want out of life

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Availability

Detail Information

Series Title

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Call Number

650.01 RAY p

Publisher

New York : ., 2011

Collation

123 hlm.; ilus.

Language

English

ISBN/ISSN

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Classification

650.01

Content Type

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Media Type

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Carrier Type

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Edition

Cet. 1

Subject(s)

Principles
Ray Dalio

Specific Detail Info

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Statement of Responsibility

Ray Dalio

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