I don’t understand why you assume the proposal is intended as something very rigid, where e.g. if we find the proposed project is hard to understand, nobody would ask for clarification, or why you assume the 2-5h is some dogma. The back-and-forth exchange could also add to 2-5h.
With assigning two evaluators to each project you are just assuming the evaluators would have no say in what to work on, which is nowhere in the proposal.
Sorry but can you for a moment imagine also some good interpretation of the proposed schema, instead of just weak-manning every other paragraph?
I am sorry for appearing to be weak-manning you. I think you are trying to solve a bunch of important problems that I also think are really important to work on, which is probably why I care so much about solving them properly and have so many detailed opinions about how to solve them. While I do think we have strong differences in opinion on this specific proposal, we probably both agree on a really large fraction of important issues in this domain, and I don’t want to discourage you from working in this domain, even if I do think this specific proposal is a bad idea.
Back to the object level: I think as I understand the process, the stages have to necessarily be very rigid because they require the coordination of 5+ volunteers, a board, and a set of researchers in the community, each of which will have a narrow set of responsibilities like writing a single evaluation or having meetings that need to happen at a specific point in time.
I think coordinating that number of people gives naturally rise to very rigid structures (I think even coordinating a group of 5 full-time staff is hard, and the amount of structure goes up drastically as individuals can spend less time), and your post explicitly says that step 1.c, is the step in which you expect back and forth with the person who proposed the project, making me think that you do not expect back and forth before that stage. And if you do expect back-and-forth before that stage, then I think it’s important that you figure out a way to make that as easy as possible, and given the difficulty of coordinating large numbers of people, I think if you don’t explicitly plan for making it easy, it won’t happen and won’t be easy.
I don’t see why continuous coordination of a team of about 6 people on slack would be very rigid, or why people would have very narrow responsibilities.
For the panel, having some defined meeting and evaluating several projects at once seems time and energy conserving, especially when compared to the same set of people watching the forum often, being manipulated by karma, being in a way forced to reply to many bad comments, etc.
I don’t understand why you assume the proposal is intended as something very rigid, where e.g. if we find the proposed project is hard to understand, nobody would ask for clarification, or why you assume the 2-5h is some dogma. The back-and-forth exchange could also add to 2-5h.
With assigning two evaluators to each project you are just assuming the evaluators would have no say in what to work on, which is nowhere in the proposal.
Sorry but can you for a moment imagine also some good interpretation of the proposed schema, instead of just weak-manning every other paragraph?
I am sorry for appearing to be weak-manning you. I think you are trying to solve a bunch of important problems that I also think are really important to work on, which is probably why I care so much about solving them properly and have so many detailed opinions about how to solve them. While I do think we have strong differences in opinion on this specific proposal, we probably both agree on a really large fraction of important issues in this domain, and I don’t want to discourage you from working in this domain, even if I do think this specific proposal is a bad idea.
Back to the object level: I think as I understand the process, the stages have to necessarily be very rigid because they require the coordination of 5+ volunteers, a board, and a set of researchers in the community, each of which will have a narrow set of responsibilities like writing a single evaluation or having meetings that need to happen at a specific point in time.
I think coordinating that number of people gives naturally rise to very rigid structures (I think even coordinating a group of 5 full-time staff is hard, and the amount of structure goes up drastically as individuals can spend less time), and your post explicitly says that step 1.c, is the step in which you expect back and forth with the person who proposed the project, making me think that you do not expect back and forth before that stage. And if you do expect back-and-forth before that stage, then I think it’s important that you figure out a way to make that as easy as possible, and given the difficulty of coordinating large numbers of people, I think if you don’t explicitly plan for making it easy, it won’t happen and won’t be easy.
I don’t see why continuous coordination of a team of about 6 people on slack would be very rigid, or why people would have very narrow responsibilities.
For the panel, having some defined meeting and evaluating several projects at once seems time and energy conserving, especially when compared to the same set of people watching the forum often, being manipulated by karma, being in a way forced to reply to many bad comments, etc.