机构像个人一样，必须勇往直前才能获得成功——这是五步流程的第五步。

近期，我清理了一大堆20世纪80年代和90年代的工作文档，浏览了成箱
成箱的研究报告。文件足足有几千页，很多上面都有我的潦草字迹，我发现那仅仅代表了我倾注的一小部分精力。在桥水40周年庆典上，我收到了我们出版的长达近万页的《桥水每日观察》。每份出版物都表达了我们对市场和经济的深入思考与研究。我还偶然发现了当初写的一部800页的手稿，后来因为太忙没来得及出版，还发现了其他数不清的致客户的备忘录、信件、研究报告以及本书的旧版本。我为什么做这些事？为什么大家为了达成目标如此努力工作？
根据我的所见所闻，我们这样做有不同的理由。对我个人来说，最主要的原因是我能想象出勇往直前所得到的回报，即使我还处于努力挣扎去获取成功的过程中，我就已感觉到成功带来的激动心情。同样，我也能想象出如果不勇往直前会有什么样的悲凉结局。我也被一种责任感推动着往前走。我经历过一段艰难的日子，辜负了我关心的那些人的期待，但那恰恰是我真实的一面。其他人的动力还包括对团队及其价值观的依恋。有人是希望得到承认，有人是希望得到金钱上的回报。所有这些都是完全可以接受的动力来源，都应该与文化相和谐并适应。
The organization, like the individual, has to push through to results in order to succeed—this is step five in the 5-Step Process.
While recently cleaning up a huge pile of work products from the 1980s and 1990s, I came across boxes and boxes full of research. There were thousands of pages, most covered with my scribbles, and I realized that they represented just a fraction of the effort I’d put in. At our fortieth-year celebration I was given copies of the almost ten thousand Bridgewater Daily Observations that we’d published. Every one of them expressed our deepest thinking and research about markets and economies. I also stumbled across the manuscript of an eight-hundred-page book that I wrote but then got too busy to publish, and countless other memos and letters to clients, research reports, and versions of the book you’re reading now. Why did I do all these things? Why do others work so hard to achieve their goals?
From what I can see, we do it for different reasons. For me, the main reason is that I can visualize the results of pushing through so intensely that I experience the thrill of success even while I’m still struggling to achieve it. Similarly, I can visualize the tragic results of not pushing through. I am also motivated by a sense of responsibility; I have a hard time letting people I care about down. But that’s just what’s true for me. Others describe their motivation as attachment to the community and its mission. Some do it for approval and some do it for financial rewards. All these are perfectly acceptable motivations and should be used and harmonized in a way consistent with the culture.
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