This is a really good point, thank you for adding important nuance! I think coordination within the EA community is important for ensuring that we engage + sustain the entire spectrum of talent. I’d be keen for people with good fits* to work on engaging people who are less likely to be in the ‘heavy-tail’ of impact.
*e.g., have a strong comparative advantage, are already embedded in communities that may find it harder to pivot
I also have a strong reaction to Marc’s “collateral damage” phrase. I feel sad that this may be a perception people hold, and I do very much want people to feel like they can contribute impactfully beyond mainstream priority paths. I think this could be partly a communication issue, where there’s conflation between (1) what the [meta-]EA community should prioritize next, (2) what the [cause-specific, e.g. x-risk] community should prioritize next,** and (3) what this specific individual could do to have the most impact. My original comment was intended to get at (1) and (2), but acknowledge that (3) can look very different—more like what Marc is suggesting.
**And that’s ignoring that there aren’t clear distinctions between (1) and (2). Usually there’s significant overlap!
I find the claim that people could upskill into significantly more impactful paths to be really interesting. This seems ~related to my belief that far more people than we currently expect can become extremely impactful, provided we identify their specific comparative advantages. I’d be excited for someone to think about potential mechanisms for (a) supporting later-stage professionals in identifying + pivoting higher-impact opportunities and (b) constructing paths for early-career individuals to upskill specifically with a higher-impact path in mind.
I am thinking along similar lines Miranda, and I may have some of that comparative advantage too :)
I don’t like to talk about plans too much before actually getting down to doing, but I am working on a project to find ways to support people coming to EA mid-career/mid-life (as I did). I expect to write a top level post about this in the next few weeks.
The goals are crystalizing a bit:
1. helping to keep people engaged and feeling like a part of the community even if they can’t (aren’t a good fit for, or aren’t yet ready to) consider a high impact career change 2. helping people figure out how to have the most impact in the immediate term, within current constraints 3. helping people work towards higher impact, even if it’s in the longer term
Some ideas for how to do it:
1. compiling and organizing resources that are specifically relevant for the demographic 2. interfacing with EA orgs (80k, local groups, EA Anywhere, Virtual Programs, etc.) in appropriate, mutually beneficial ways 3. peer-based support (because situations mid-career/life vary widely) - IE probably taking the form of a group to start and then hopefully figuring out what kind of 1-on-1 stuff could work too (mentorship, buddy system, etc.)
This is a really good point, thank you for adding important nuance! I think coordination within the EA community is important for ensuring that we engage + sustain the entire spectrum of talent. I’d be keen for people with good fits* to work on engaging people who are less likely to be in the ‘heavy-tail’ of impact.
*e.g., have a strong comparative advantage, are already embedded in communities that may find it harder to pivot
I also have a strong reaction to Marc’s “collateral damage” phrase. I feel sad that this may be a perception people hold, and I do very much want people to feel like they can contribute impactfully beyond mainstream priority paths. I think this could be partly a communication issue, where there’s conflation between (1) what the [meta-]EA community should prioritize next, (2) what the [cause-specific, e.g. x-risk] community should prioritize next,** and (3) what this specific individual could do to have the most impact. My original comment was intended to get at (1) and (2), but acknowledge that (3) can look very different—more like what Marc is suggesting.
**And that’s ignoring that there aren’t clear distinctions between (1) and (2). Usually there’s significant overlap!
I find the claim that people could upskill into significantly more impactful paths to be really interesting. This seems ~related to my belief that far more people than we currently expect can become extremely impactful, provided we identify their specific comparative advantages. I’d be excited for someone to think about potential mechanisms for (a) supporting later-stage professionals in identifying + pivoting higher-impact opportunities and (b) constructing paths for early-career individuals to upskill specifically with a higher-impact path in mind.
I am thinking along similar lines Miranda, and I may have some of that comparative advantage too :)
I don’t like to talk about plans too much before actually getting down to doing, but I am working on a project to find ways to support people coming to EA mid-career/mid-life (as I did). I expect to write a top level post about this in the next few weeks.
The goals are crystalizing a bit:
1. helping to keep people engaged and feeling like a part of the community even if they can’t (aren’t a good fit for, or aren’t yet ready to) consider a high impact career change
2. helping people figure out how to have the most impact in the immediate term, within current constraints
3. helping people work towards higher impact, even if it’s in the longer term
Some ideas for how to do it:
1. compiling and organizing resources that are specifically relevant for the demographic
2. interfacing with EA orgs (80k, local groups, EA Anywhere, Virtual Programs, etc.) in appropriate, mutually beneficial ways
3. peer-based support (because situations mid-career/life vary widely) - IE probably taking the form of a group to start and then hopefully figuring out what kind of 1-on-1 stuff could work too (mentorship, buddy system, etc.)
That sounds very exciting. Will be keeping my eyes posted for your post (though I’d be grateful if you could ping me with it when you post, too)!
Will do!