Ray Dalio

And then there's worrying of, as an individual, if they don't do those things, how do I take care of myself?

Those are the two types of worries or two types of impacts you can have, right?

So I think they need to think of both of those.

I know that.

I know a bit about Lincoln.

I wouldn't call myself an expert, and I know that about him.

And yeah, and I think that's really, really great, yeah.

First of all, you explain to people and you understand yourself how important thoughtful disagreement is, so you remove it, you minimize it from being something that people view as a fight and get upset about.

You have to change the attitude about disagreement so that if you're in disagreement, then one of you is probably wrong.

How do you know the wrong person isn't you?

And then also, you still have to resolve the disagreement in some way.

And so you have to have in place, first of all, an understanding and an intellectualization of that so you don't get emotionally carried away in thinking, because I disagree, that's equivalent to a fight.

OK, so you have to change that psychology.

And then once you do that, then you have to have protocols in place for doing that.

Now, you know, in my book, you know, Principles, Life and Work, in the work part of Principles, I've outlined those things, those techniques that can be done repeatedly.

So you have to have a system for that.

And so let me make very simple examples of that.

If you and I are disagreeing, and we sort of want to try to get at the truth, things that you can do is to mutually agree on a mediator.

So, okay, you could step out of your argument and say, okay, this isn't working.

How should we do this disagreement?