📖Ray Dalio
The Ego Barrier
Ego prevents objective investment analysis.
Your two biggest barriers are your ego barrier and your blind spot barrier. The ego barrier is your subliminal need to be right and your inability to acknowledge weakness.
🏠 Everyday Analogy
📖 Core Interpretation
Ray Dalio advocates a repeatable process: define criteria, execute consistently, and review decisions against evidence. Process quality drives outcome consistency.
💎 Key Insight：Overcoming ego opens the door to better decisions.
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❓ Why It Matters
Without process, there is no reliable feedback loop. Structured execution and review improve decision quality over time.
🎯 How to Practice
Run a decision loop of research, thesis, execution, and post-mortem; document assumptions and update playbooks with evidence, not hindsight bias.
⚠️ Common Pitfalls
Having opinions without execution criteria
Reviewing outcomes but not decisions
Abandoning rules during volatility spikes
📚 Case Studies
1
George Soros and the Quantum Fund Drawdown (1994)
After huge success shorting the British pound in 1992, Soros’s Quantum Fund took aggressive positions in global bonds and emerging markets. In 1994, unexpected rate hikes and bond turbulence triggered sharp losses, puncturing the fund’s aura of invincibility.
✨ Outcome：Soros and his team studied the drawdown, recognizing overconfidence and excessive concentration. They refined risk controls, position sizing, and scenario analysis. This reflection helped Quantum navigate later crises, including the Asian financial crisis, with a more disciplined framework.
2
Warren Buffett and the Long-Term Capital Management Crisis (1998)
When LTCM’s highly leveraged bets blew up in 1998, many investors clung to models that said such losses were nearly impossible. Buffett instead focused on the harsh reality of LTCM’s balance sheet and counterparties, analyzing its positions and the true risks rather than the elegant theories behind them.
✨ Outcome：Buffett declined to overpay for a bailout stake and preserved Berkshire’s capital. Lesson: discard comforting models when they conflict with observable reality; act on what is, not what “should” be.
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