1) Just to clarify, I don’t think 80k staff should only spend 3-5% of time keeping up on object level things in total. That’s just the allocation to meetings and conferences.
In practice, many staff have to learn about object level stuff as part of their job (e.g. if writing a problem profile, interviewing a podcast guest, figuring out what to do one-on-one) – I’m pro learning that’s integrated into your mainline job.
I also think people could spend some of their ten percent time learning about object level stuff and that would be good.
So a bunch probably end up at 20%+, though usually the majority of the knowledge is accumulated indirectly.
2) +30% gain was actually less than I might have expected you’d say. Spending, say, 10% of time to get a 30% gain only sounds like a so-so use of attention to me. My personal take would be that 80k managers should focus on things with either bigger bottom line gains (e.g. how to triple their programme as quickly as possible) or higher ROIs that that.
I thought the worry might be that we’d miss out on tail people, and so end up with, say 90% less impact in the long-term, or something like that.
3) Hmm seems like most of what 80k and I have done is actually education rather than community-building on this breakdown.
Re. 2), I think the relevant figure will vary by activity. 30% is a not-super-well-considered figure chosen for 80k, and I think I was skewing conservative … really I’m something like “more than +20% per doubling, less than +100%”. Losing 90% of the impact would be more imaginable if we couldn’t just point outliery people to different intros, and would be a stretch even then.
That’s useful.
1) Just to clarify, I don’t think 80k staff should only spend 3-5% of time keeping up on object level things in total. That’s just the allocation to meetings and conferences.
In practice, many staff have to learn about object level stuff as part of their job (e.g. if writing a problem profile, interviewing a podcast guest, figuring out what to do one-on-one) – I’m pro learning that’s integrated into your mainline job.
I also think people could spend some of their ten percent time learning about object level stuff and that would be good.
So a bunch probably end up at 20%+, though usually the majority of the knowledge is accumulated indirectly.
2) +30% gain was actually less than I might have expected you’d say. Spending, say, 10% of time to get a 30% gain only sounds like a so-so use of attention to me. My personal take would be that 80k managers should focus on things with either bigger bottom line gains (e.g. how to triple their programme as quickly as possible) or higher ROIs that that.
I thought the worry might be that we’d miss out on tail people, and so end up with, say 90% less impact in the long-term, or something like that.
3) Hmm seems like most of what 80k and I have done is actually education rather than community-building on this breakdown.
Re. 2), I think the relevant figure will vary by activity. 30% is a not-super-well-considered figure chosen for 80k, and I think I was skewing conservative … really I’m something like “more than +20% per doubling, less than +100%”. Losing 90% of the impact would be more imaginable if we couldn’t just point outliery people to different intros, and would be a stretch even then.