I agree with this. Organisational culture matters a lot. I would suggest that a good strategy is hiring a mix, where there are enough people motivated by the right thing to set and maintain the culture, and those new to the culture will, for the most part, adopt it (provided the culture is based around sound principles, as EA is). This provides the benefit of (a) allowing the flexibility to hire in people with specialist skills outside current EA (b) encouraging the development of more EAs (c) providing outside perspectives that can, where appropriate, be used to improve implementation of EA principles (or refinement of principles).
(Note that what you’re most likely to be looking at in many of these cases (new people) is not “people who are opposed to EA” but more likely “people who haven’t previously encountered, thought deeply about, or had a lot of exposure to the best thinking/arguments around EA”.
(This is obviously relevant to generic culture-building, not necessarily EA-specific)
I agree with this. Organisational culture matters a lot. I would suggest that a good strategy is hiring a mix, where there are enough people motivated by the right thing to set and maintain the culture, and those new to the culture will, for the most part, adopt it (provided the culture is based around sound principles, as EA is). This provides the benefit of (a) allowing the flexibility to hire in people with specialist skills outside current EA (b) encouraging the development of more EAs (c) providing outside perspectives that can, where appropriate, be used to improve implementation of EA principles (or refinement of principles).
(Note that what you’re most likely to be looking at in many of these cases (new people) is not “people who are opposed to EA” but more likely “people who haven’t previously encountered, thought deeply about, or had a lot of exposure to the best thinking/arguments around EA”.
(This is obviously relevant to generic culture-building, not necessarily EA-specific)