Insofar as you’re querying the near future: I’m not currently attempting work collaborations with any new folk, and so the matter is somewhat up in the air. (I recently asked Malo to consider a MIRI-policy of ensuring all new employees who might interact with me get some sort of list of warnings / disclaimers / affordances / notes.)
Insofar as you’re querying the recent past: There aren’t many recent cases to draw from. This comment has some words about how things went with Vivek’s hires. The other recent hires that I recall both (a) weren’t hired to do research with me, and (b) mentioned that they’d read my communication handbook (as includes the affordance-list and the failure-modes section, which I consider to be the critcial pieces of warning), which I considered sufficient. (But then I did have communication difficulties with one of them (of the “despair” variety), which updated me somewhat.)
Insofar as you’re querying about even light or tangential working relationships (like people asking my take on a whiteboard when I’m walking past), currently I don’t issue any warnings in those cases, and am not convinced that they’d be warranted.
To be clear: I’m not currently personally sold on the hypothesis that I owe people a bunch of warnings. I think of them as more of a sensible thing to do; it’d be lovely if everyone was building explicit models of their conversational failure-modes and proactively sharing them, and I’m a be-the-change-you-wanna-see-in-the-world sort of guy.
(Perhaps by the end of this whole conversation I will be sold on that hypothesis! I’ve updated in that direction over the past couple days.)
(To state the obvious: I endorse MIRI institutionally acting according to others’ conclusions on that matter rather than on mine, hence asking Malo to consider it independently.)
One frame I want to lay out is that it seems like you’re not accounting for the organizational cost of how you treat employees/collaborators. An executive director needing to mostly not talk to people, and shaping hiring around social pain tolerance, is a five alarm fire for organizations as small as MIRI. Based on the info here, my first thought is you should be in a different role, so that you have fewer interactions and less implied power. That requires someone to replace you as ED, and I don’t know if there are any options available, but at a minimum I think you/MIRI should be treating the status quo as potentially extremely costly, and taking steps to assess the total cost and potential fixes.
I could be wrong here, 98% of my information is from this post + comments, but I get the sense you/MIRI haven’t looked sufficiently hard to even assess what the costs are. It sounds like you have asked people, which is great and more than most orgs do, but I get the sense you haven’t grappled with the magnitude of the costs beyond the personal and social.
Nate stepped down as ED shortly after [edit: actually before] our project ended, the website just hasn’t been updated. I’m not sure what exactly the organizational structure is now, but you can probably message @lisathiergart for an update.
Insofar as you’re querying the near future: I’m not currently attempting work collaborations with any new folk, and so the matter is somewhat up in the air. (I recently asked Malo to consider a MIRI-policy of ensuring all new employees who might interact with me get some sort of list of warnings / disclaimers / affordances / notes.)
Insofar as you’re querying the recent past: There aren’t many recent cases to draw from. This comment has some words about how things went with Vivek’s hires. The other recent hires that I recall both (a) weren’t hired to do research with me, and (b) mentioned that they’d read my communication handbook (as includes the affordance-list and the failure-modes section, which I consider to be the critcial pieces of warning), which I considered sufficient. (But then I did have communication difficulties with one of them (of the “despair” variety), which updated me somewhat.)
Insofar as you’re querying about even light or tangential working relationships (like people asking my take on a whiteboard when I’m walking past), currently I don’t issue any warnings in those cases, and am not convinced that they’d be warranted.
To be clear: I’m not currently personally sold on the hypothesis that I owe people a bunch of warnings. I think of them as more of a sensible thing to do; it’d be lovely if everyone was building explicit models of their conversational failure-modes and proactively sharing them, and I’m a be-the-change-you-wanna-see-in-the-world sort of guy.
(Perhaps by the end of this whole conversation I will be sold on that hypothesis! I’ve updated in that direction over the past couple days.)
(To state the obvious: I endorse MIRI institutionally acting according to others’ conclusions on that matter rather than on mine, hence asking Malo to consider it independently.)
One frame I want to lay out is that it seems like you’re not accounting for the organizational cost of how you treat employees/collaborators. An executive director needing to mostly not talk to people, and shaping hiring around social pain tolerance, is a five alarm fire for organizations as small as MIRI. Based on the info here, my first thought is you should be in a different role, so that you have fewer interactions and less implied power. That requires someone to replace you as ED, and I don’t know if there are any options available, but at a minimum I think you/MIRI should be treating the status quo as potentially extremely costly, and taking steps to assess the total cost and potential fixes.
I could be wrong here, 98% of my information is from this post + comments, but I get the sense you/MIRI haven’t looked sufficiently hard to even assess what the costs are. It sounds like you have asked people, which is great and more than most orgs do, but I get the sense you haven’t grappled with the magnitude of the costs beyond the personal and social.
Nate stepped down as ED shortly after [edit: actually before] our project ended, the website just hasn’t been updated. I’m not sure what exactly the organizational structure is now, but you can probably message @lisathiergart for an update.
Edit: there is now an announcement.