All of these seem potentially valuable. I suspect the best choice is the one you’ll be most motivated to pursue. My suggestion is that you should consider who your ‘customers’ are for each project, and figure out which group you’d most like to work with and generate deliverables for.
Also, some of these may lend themselves better to intermediate/incremental deliverables, which would be a big plus.
All of the above is fully general advice- my low-resolution take on your specific situation is that Convergence Analysis seems by far both the highest leverage (and certainly the largest variance), though the fact that you seem unsure whether to dive down that path may imply there may be some difficult hurdles or complications down that path that you’re dreading?
As Luke and Nate would tell you, the shift from researcher to CEO is a hard one to make, even when you want to do good, as Hanson puts it “Yes, thinking is indeed more fun.”
I have directed an institute in Brazil before, and that was already somewhat a burden.
The main reason for the high variance though is that setting up an institute requires substantial funding. The people most likely to fundraise would be me, Stephen Frey (who is not on the website), and Daniel, and fundraising is taxing in many ways. Would be great if we had for instance the REG fundraisers to aid us (Liv, Ruari, Igor, wink wink) either by fundraising for us, or finding someone to, or teaching us to.
All of these seem potentially valuable. I suspect the best choice is the one you’ll be most motivated to pursue. My suggestion is that you should consider who your ‘customers’ are for each project, and figure out which group you’d most like to work with and generate deliverables for.
Also, some of these may lend themselves better to intermediate/incremental deliverables, which would be a big plus.
All of the above is fully general advice- my low-resolution take on your specific situation is that Convergence Analysis seems by far both the highest leverage (and certainly the largest variance), though the fact that you seem unsure whether to dive down that path may imply there may be some difficult hurdles or complications down that path that you’re dreading?
As Luke and Nate would tell you, the shift from researcher to CEO is a hard one to make, even when you want to do good, as Hanson puts it “Yes, thinking is indeed more fun.”
I have directed an institute in Brazil before, and that was already somewhat a burden.
The main reason for the high variance though is that setting up an institute requires substantial funding. The people most likely to fundraise would be me, Stephen Frey (who is not on the website), and Daniel, and fundraising is taxing in many ways. Would be great if we had for instance the REG fundraisers to aid us (Liv, Ruari, Igor, wink wink) either by fundraising for us, or finding someone to, or teaching us to.
Money speaks. And it spells high variance.