To the best of my knowledge, the leadership of neither MIRI nor CFAR has ever slept with a subordinate, much less many of them.
This issue doesn’t seem particularly important to me but the comparison you’re making is a good example of a more general problem I want to talk about.
My impression is that the decision structure of CFAR was much less legible & transparent than that of Leverage, so that it would be harder to determine who might be treated as subordinate to whom in what context. In addition, my impression from the years I was around is that Leverage didn’t preside over as much of an external scene, - Leverage followers had formalized roles as members of the organization, while CFAR had a “community,” many of whom were workshop alumni.
And when we did mess up, we tried extremely hard to publicly and accurately describe our wrongdoing—e.g., Anna and I personally spent hundreds of hours investigating/thinking about the Brent affair, and tried so hard to avoid accidentally doing anti-epistemic reputational control that in my opinion, our writeup about it actually makes CFAR seem much more culpable than I think it was.
Am I missing something here? The communication I read from CFAR seemed like it was trying to reveal as little as it could get away with, gradually saying more (and taking a harsher stance towards Brent) in response to public pressure, not like it was trying to help me, a reader, understand what had happened.
Anna and I personally spent hundreds of hours investigating/thinking about the Brent affair… our writeup about it...
Am I missing something here? The communication I read from CFAR seemed like it was trying to reveal as little as it could get away with...
FWIW, I think you and Adam are talking about two different pieces of communication. I think you are thinking of the communication leading up to the big community-wide discussion that happened in Sept 2018, while Adam is thinking specifically of CFAR’s follow-up communication months after that — in particular this post. (It would have been in between those two times when Adam and Anna did all that thinking that he was talking about.)
I agree manager/staff relations have often been less clear at CFAR than is typical. But I’m skeptical that’s relevant here, since as far as I know there aren’t really even borderline examples of this happening. The closest example to something like this I can think of is that staff occasionally invite their partners to attend or volunteer at workshops, which I think does pose some risk of fucky power dynamics, albeit dramatically less risk imo than would be posed by “the clear leader of an organization, who’s revered by staff as a world-historically important philosopher upon whose actions the fate of the world rests, and who has unilateral power to fire any of them, sleeps with many employees.”
Am I missing something here? The communication I read from CFAR seemed like it was trying to reveal as little as it could get away with, gradually saying more (and taking a harsher stance towards Brent) in response to public pressure, not like it was trying to help me, a reader, understand what had happened.
As lead author on the Brent post, I felt bummed reading this. I tried really hard to avoid letting my care for/interest in CFAR affect my descriptions of what happened, or my choices about what to describe. Anna and I spent quite large amounts of time—at least double-digit hours, I think probably triple-digit—searching for ways our cognition might be biased or motivated or PR-like, and trying to correct for that. We debated and introspected about it, ran drafts by friends of ours who seemed unusually likely to call us on bullshit, etc.
Looking back, my sense remains that we basically succeeded—i.e., that we described the situation about as accurately and neutrally as we could have. If I’m wrong about this… well, it wasn’t for lack of trying.
Looking back, my sense remains that we basically succeeded—i.e., that we described the situation about as accurately and neutrally as we could have. If I’m wrong about this… well, all I can say is that it wasn’t for lack of trying.
I think CFAR ultimately succeeded in providing a candid and good faith account of what went wrong, but the time it took to get there (i.e. 6 months between this and the initial update/apology) invites adverse inferences like those in the grandparent.
A lot of the information ultimately disclosed in March would definitely have been known to CFAR in September, such as Brent’s prior involvement as a volunteer/contractor for CFAR, his relationships/friendships with current staff, and the events as ESPR. The initial responses remained coy on these points, and seemed apt to give the misleading impression CFAR’s mistakes were (relatively) much milder than they in fact were. I (among many) contacted CFAR leadership to urge them to provide more candid and complete account when I discovered some of this further information independently.
I also think, similar to how it would be reasonable to doubt ‘utmost corporate candour’ back then given initial partial disclosure, it’s reasonable to doubt CFAR has addressed the shortcomings revealed given the lack of concrete follow-up. I also approached CFAR leadership when CFAR’s 2019 Progress Report and Future Plans initially made no mention of what happened with Brent, nor what CFAR intended to improve in response to it. What was added in is not greatly reassuring:
And after spending significant time investigating our mistakes with regard to Brent, we reformed our hiring, admissions and conduct policies, to reduce the likelihood such mistakes reoccur.
A cynic would note this is ‘marking your own homework’, but cynicism is unnecessary to recommend more self-scepticism. I don’t doubt the Brent situation indeed inspired a lot of soul searching and substantial, sincere efforts to improve. What is more doubtful (especially given the rest of the morass of comments) is whether these efforts actually worked. Although there is little prospect of satisfying me, more transparency over what exactly has changed—and perhaps third party oversight and review—may better reassure others.
It would help if they actually listed and gave examples of exactly what kind of mental manipulation they were doing to people other than telling them to take drugs. These comments seem to dance around the exactly details of what happened and only talk about the group dynamics between people as a result of these mysterious actions/events.
This issue doesn’t seem particularly important to me but the comparison you’re making is a good example of a more general problem I want to talk about.
My impression is that the decision structure of CFAR was much less legible & transparent than that of Leverage, so that it would be harder to determine who might be treated as subordinate to whom in what context. In addition, my impression from the years I was around is that Leverage didn’t preside over as much of an external scene, - Leverage followers had formalized roles as members of the organization, while CFAR had a “community,” many of whom were workshop alumni.
Am I missing something here? The communication I read from CFAR seemed like it was trying to reveal as little as it could get away with, gradually saying more (and taking a harsher stance towards Brent) in response to public pressure, not like it was trying to help me, a reader, understand what had happened.
FWIW, I think you and Adam are talking about two different pieces of communication. I think you are thinking of the communication leading up to the big community-wide discussion that happened in Sept 2018, while Adam is thinking specifically of CFAR’s follow-up communication months after that — in particular this post. (It would have been in between those two times when Adam and Anna did all that thinking that he was talking about.)
Yeah, this was the post I meant.
I agree manager/staff relations have often been less clear at CFAR than is typical. But I’m skeptical that’s relevant here, since as far as I know there aren’t really even borderline examples of this happening. The closest example to something like this I can think of is that staff occasionally invite their partners to attend or volunteer at workshops, which I think does pose some risk of fucky power dynamics, albeit dramatically less risk imo than would be posed by “the clear leader of an organization, who’s revered by staff as a world-historically important philosopher upon whose actions the fate of the world rests, and who has unilateral power to fire any of them, sleeps with many employees.”
As lead author on the Brent post, I felt bummed reading this. I tried really hard to avoid letting my care for/interest in CFAR affect my descriptions of what happened, or my choices about what to describe. Anna and I spent quite large amounts of time—at least double-digit hours, I think probably triple-digit—searching for ways our cognition might be biased or motivated or PR-like, and trying to correct for that. We debated and introspected about it, ran drafts by friends of ours who seemed unusually likely to call us on bullshit, etc.
Looking back, my sense remains that we basically succeeded—i.e., that we described the situation about as accurately and neutrally as we could have. If I’m wrong about this… well, it wasn’t for lack of trying.
I think CFAR ultimately succeeded in providing a candid and good faith account of what went wrong, but the time it took to get there (i.e. 6 months between this and the initial update/apology) invites adverse inferences like those in the grandparent.
A lot of the information ultimately disclosed in March would definitely have been known to CFAR in September, such as Brent’s prior involvement as a volunteer/contractor for CFAR, his relationships/friendships with current staff, and the events as ESPR. The initial responses remained coy on these points, and seemed apt to give the misleading impression CFAR’s mistakes were (relatively) much milder than they in fact were. I (among many) contacted CFAR leadership to urge them to provide more candid and complete account when I discovered some of this further information independently.
I also think, similar to how it would be reasonable to doubt ‘utmost corporate candour’ back then given initial partial disclosure, it’s reasonable to doubt CFAR has addressed the shortcomings revealed given the lack of concrete follow-up. I also approached CFAR leadership when CFAR’s 2019 Progress Report and Future Plans initially made no mention of what happened with Brent, nor what CFAR intended to improve in response to it. What was added in is not greatly reassuring:
A cynic would note this is ‘marking your own homework’, but cynicism is unnecessary to recommend more self-scepticism. I don’t doubt the Brent situation indeed inspired a lot of soul searching and substantial, sincere efforts to improve. What is more doubtful (especially given the rest of the morass of comments) is whether these efforts actually worked. Although there is little prospect of satisfying me, more transparency over what exactly has changed—and perhaps third party oversight and review—may better reassure others.
It would help if they actually listed and gave examples of exactly what kind of mental manipulation they were doing to people other than telling them to take drugs. These comments seem to dance around the exactly details of what happened and only talk about the group dynamics between people as a result of these mysterious actions/events.