I agree that we should be cautious about over-correcting too quickly based on incomplete, biased, and dubious information.
There are huge numbers of unverified rumors flying around, especially on Twitter and social media. The exact nature and scope of the FTX/Alameda problems remain unclear. It’s hard to know what the moral and organizational lessons are when many of the key facts of the matter aren’t yet publicly known.
There’s a temptation in any sudden, surprising crisis to try to react on the same time scale, with sudden, dramatic action. In response to any catastrophe, there’s a bias to ‘do something, anything, take action now!’
Partly this is an evolutionary mismatch grounded in human psychology, because prehistoric crises typically involved direct, immediate, physical threats (predators, warfare, natural disasters, plagues, starvation) that required direct, immediate, physical action.
Partly it’s a public relations issue, where organizations are expected to respond within a few 24-hour news cycles of the crisis arising.
But I think, given the low proportion of information we have to information we’d need to have to make informed course-corrections, we should have the epistemic and moral humility to go a little slower in trying to figure out what lessons we should learn from all this.
I agree that we should be cautious about over-correcting too quickly based on incomplete, biased, and dubious information.
There are huge numbers of unverified rumors flying around, especially on Twitter and social media. The exact nature and scope of the FTX/Alameda problems remain unclear. It’s hard to know what the moral and organizational lessons are when many of the key facts of the matter aren’t yet publicly known.
There’s a temptation in any sudden, surprising crisis to try to react on the same time scale, with sudden, dramatic action. In response to any catastrophe, there’s a bias to ‘do something, anything, take action now!’
Partly this is an evolutionary mismatch grounded in human psychology, because prehistoric crises typically involved direct, immediate, physical threats (predators, warfare, natural disasters, plagues, starvation) that required direct, immediate, physical action.
Partly it’s a public relations issue, where organizations are expected to respond within a few 24-hour news cycles of the crisis arising.
But I think, given the low proportion of information we have to information we’d need to have to make informed course-corrections, we should have the epistemic and moral humility to go a little slower in trying to figure out what lessons we should learn from all this.