Yes, that’s a great insight! People assume that if they’re high up the stack, then they must have a lot of leverage—and this can be true, sometimes. If you are the first person to run a study on which curable diseases are neglected, and there are a million doctors and nurses and epidemiologists who could benefit from the results of that study, your leverage is enormous.
However, it’s not always true. If you’re the 200th person to run a study on the risks of AI, but there are only 60 AI advocates who can benefit from the results of that study, then your leverage is weak.
I don’t want to insist on any particular number of levels for any particular kind of work—the key point is that on average, AI governance is way too high up the stack given our current staffing ratios.
Yes, that’s a great insight! People assume that if they’re high up the stack, then they must have a lot of leverage—and this can be true, sometimes. If you are the first person to run a study on which curable diseases are neglected, and there are a million doctors and nurses and epidemiologists who could benefit from the results of that study, your leverage is enormous.
However, it’s not always true. If you’re the 200th person to run a study on the risks of AI, but there are only 60 AI advocates who can benefit from the results of that study, then your leverage is weak.
I don’t want to insist on any particular number of levels for any particular kind of work—the key point is that on average, AI governance is way too high up the stack given our current staffing ratios.