Thanks for this.
It is interesting to me how many of the key considerations mention ‘outreach’ (12/24 by my count). I suppose this makes sense that choosing how and how much to grow is one of the foremost strategy decisions. It also shows how hard making these decisions could be, given all the different considerations to weigh up.
The issue of who should do this steering and strategising does seem tricky. I share your concern about getting CEA to take on a more authoritative role, and am generally pretty happy with the somewhat anarchic norms (anyone can post more or less anything on the forum and have a chance of influencing much of the community). But then, it is just harder to make and action important trajectory-change decisions without more structured decision-making.
Good point. It’s worth noting that ‘outreach’ is often mentioned in the examples, not the key consideration itself. I think the key considerations that mention outreach in the example often influence more than outreach. For example, “Relative costs vs. benefits of placing greater emphasis on not-explicitly-EA brands” mentions outreach, but I think this closely connected to how professional networks identify themselves and how events are branded.
I have a background in university community building, so I wouldn’t be surprised if that biased me to often make the examples about outreach.
Thanks for this. It is interesting to me how many of the key considerations mention ‘outreach’ (12/24 by my count). I suppose this makes sense that choosing how and how much to grow is one of the foremost strategy decisions. It also shows how hard making these decisions could be, given all the different considerations to weigh up. The issue of who should do this steering and strategising does seem tricky. I share your concern about getting CEA to take on a more authoritative role, and am generally pretty happy with the somewhat anarchic norms (anyone can post more or less anything on the forum and have a chance of influencing much of the community). But then, it is just harder to make and action important trajectory-change decisions without more structured decision-making.
Good point. It’s worth noting that ‘outreach’ is often mentioned in the examples, not the key consideration itself. I think the key considerations that mention outreach in the example often influence more than outreach. For example, “Relative costs vs. benefits of placing greater emphasis on not-explicitly-EA brands” mentions outreach, but I think this closely connected to how professional networks identify themselves and how events are branded.
I have a background in university community building, so I wouldn’t be surprised if that biased me to often make the examples about outreach.