Fwiw, for common knowledge (though I don’t know everything happening at CEA), so that other people can pick up the slack and not assume things are covered, or so that people can push me to change my prioritization, here’s what I see happening at CEA in regard to:
“finding some other way to successfully heed the 10, which requires distinguishing them from the background noise—and distinguishing them as something actionable—before it’s too late, and then routing the requisite action to the people who can do something about it”
I’ve been thinking some about it, mostly in the context of thinking that every time something shifts a lot in power or funding, that should potentially be an active trigger for us as a team investigating / figuring out if anything’s suss. We’re not often going to be the relevant subject matter experts, but we can find others and ask a bunch of EAs what they personally know if they’re comfortable speaking.
It’s also been more salient to me since reading your comment!
Maybe stronger due diligence than normal financial checks on major EA donors shouldn’t actually be my team’s responsibility, in which case we should figure out whose it is.
The community health team as a whole is doing thinking about it, especially via the mechanism “how do we gather more of people’s vague fuzzy concerns that wouldn’t normally rise to the level of calling out / how do we make it easier to talk to us”, but also at some point planning to do a reflection on what we missed / didn’t make happen that we wish we’d did given our particular remit
Nicole Ross, the normal manager of the team, who’s been doing board work for months, has been thinking a lot about what should change generally in EA and plans to make that reflection and orienting a top priority as she comes back.
The org as a whole is definitely thinking about “what are the root causes that made this kind of failure happen and what do we do about that”, and one of my colleagues says they’re thinking about the particular mechanism you point to, but conversations I’ve been a part of have not emphasized it.
There’s a plan to think about structural and governance reform, which I would strongly assume would engage with the question of better/alternate whistleblowing structures as well as other related things, and only end up not suggest them if it seemed bad or other things were higher priority.
If my colleagues disagree, please say so! I think overall it’s correct to say this particular thread isn’t a top priority of any person or team right now. Perhaps it should be! But there are lots of threads, and I think this one is important but less urgent. I’d like to spend some time on it at some point, though. Happy to get on a call and chat about it.
Fwiw, for common knowledge (though I don’t know everything happening at CEA), so that other people can pick up the slack and not assume things are covered, or so that people can push me to change my prioritization, here’s what I see happening at CEA in regard to:
I’ve been thinking some about it, mostly in the context of thinking that every time something shifts a lot in power or funding, that should potentially be an active trigger for us as a team investigating / figuring out if anything’s suss. We’re not often going to be the relevant subject matter experts, but we can find others and ask a bunch of EAs what they personally know if they’re comfortable speaking.
It’s also been more salient to me since reading your comment!
Maybe stronger due diligence than normal financial checks on major EA donors shouldn’t actually be my team’s responsibility, in which case we should figure out whose it is.
The community health team as a whole is doing thinking about it, especially via the mechanism “how do we gather more of people’s vague fuzzy concerns that wouldn’t normally rise to the level of calling out / how do we make it easier to talk to us”, but also at some point planning to do a reflection on what we missed / didn’t make happen that we wish we’d did given our particular remit
Nicole Ross, the normal manager of the team, who’s been doing board work for months, has been thinking a lot about what should change generally in EA and plans to make that reflection and orienting a top priority as she comes back.
The org as a whole is definitely thinking about “what are the root causes that made this kind of failure happen and what do we do about that”, and one of my colleagues says they’re thinking about the particular mechanism you point to, but conversations I’ve been a part of have not emphasized it.
There’s a plan to think about structural and governance reform, which I would strongly assume would engage with the question of better/alternate whistleblowing structures as well as other related things, and only end up not suggest them if it seemed bad or other things were higher priority.
If my colleagues disagree, please say so! I think overall it’s correct to say this particular thread isn’t a top priority of any person or team right now. Perhaps it should be! But there are lots of threads, and I think this one is important but less urgent. I’d like to spend some time on it at some point, though. Happy to get on a call and chat about it.