Prima facie, the norm against long-term projects and employment sounds quite ‘effectiveness/efficiency-decreasing’ but it may just be a bias based on limited experience with this option.
Long-term projects, if that is meant as funding renewal security, are not the norm in EA. Funding is renewed periodically, based on the most competitive opportunities at any time. Any lower marginal costs of established projects’ unit output is taken into account in funding new and existing ones.
Long-term paid employment security is greater than that of projects. Organizations may prefer applicants who are willing to work for the org for a considerable time. This can be because the returns of training for that org and relationship-development aspect of some roles.
A scheme where orgs cooperate in both skills training and relationship development can expedite innovation (skills can complement each other) and improve decisionmakers’ experiences (they are trusted in resolving problems based on various insights rather than one-sidedly ‘lobbied’ to make specific decisions).
Non-EA orgs should also be involved, for the development of general skills that could be a suboptimal use of EA-related orgs’ time to train and of relationships that can be necessary for some EA-related projects.
Prima facie, the norm against long-term projects and employment sounds quite ‘effectiveness/efficiency-decreasing’ but it may just be a bias based on limited experience with this option.
Long-term projects, if that is meant as funding renewal security, are not the norm in EA. Funding is renewed periodically, based on the most competitive opportunities at any time. Any lower marginal costs of established projects’ unit output is taken into account in funding new and existing ones.
Long-term paid employment security is greater than that of projects. Organizations may prefer applicants who are willing to work for the org for a considerable time. This can be because the returns of training for that org and relationship-development aspect of some roles.
A scheme where orgs cooperate in both skills training and relationship development can expedite innovation (skills can complement each other) and improve decisionmakers’ experiences (they are trusted in resolving problems based on various insights rather than one-sidedly ‘lobbied’ to make specific decisions).
Non-EA orgs should also be involved, for the development of general skills that could be a suboptimal use of EA-related orgs’ time to train and of relationships that can be necessary for some EA-related projects.