The book 'Originals' proposes changing the way we see the world by encouraging us to value dissent and original thinking. It suggests that instead of suppressing disagreements, we should encourage open discussions and debates. This approach can lead to innovative ideas and solutions. The book also emphasizes the importance of taking calculated risks and persuading others to see the value in novel ideas. It argues that this approach can lead to significant changes in the way we perceive and interact with the world.
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This is not the same as assigning a devil's advocate, someone who's role is to voice dissent on an idea. Managers tend to pay only lip service to assigned devil's advocates—genuine dissenters are much more valuable. Bridgewater goes out of its way to find dissenters and encourages people to sit down and thrash out their disagreements. Dalio says the resulting cacophony is the best way for people to learn; the transparency avoids groupthink. Rather than espouse the standard management line of "don't bring me problems, bring me solutions," Bridgewater encourages employees to raise problems. Then, everyone can figure out what the best solution is.