Did you also think that breadth of cause exploration is important?
I think [the commitment to causes and hiring expert staff] model makes a great deal of sense … Yet I’m not convinced that this model is the right one for us. Depth comes at the price of breadth.
It seems that you were conducting shallow and medium-depth investigations since late 2014. So, if there were some suboptimal commitments early on these should have been shown by alternatives that the staff would probably be excited about, since I assume that everyone aims for high impact, given specific expertise.
So, it would depend on the nature of the commitments that earlier decisions created: if these were to create high impact within one’s expertise, then that should be great, even if the expertise is US criminal justice reform, specifically.[1] If multiple such focused individuals exchange perspectives, a set of complementary[2] interventions that covers a wide cause landscape emerges.
If this dynamic leads you to put less “trust” in our decisions, I think that’s a good thing!
If you think that not trusting you is good, because you are liable to certain suboptimal mechanisms established early on, then are you acknowledging that your recommendations are suboptimal? Where would you suggest that impact-focused donors in EA look?
Indeed, part of our reason for seeding Just Impact was that it could go on to raise a lot more money, resulting in a lot of counterfactual impact. That kind of leverage can take funding from below the bar to above it.
Are you sure that the counterfactual impact is positive, or more positive without your ‘direct oversight?’ For example, it can be that Just Impact donors would have otherwise donated to crime prevention abroad,[3] if another organization influenced them before they learn about Just Impact, which solicits a commitment? Or, it can be that US CJR donors would not have donated to other effective causes were they not first introduced to effective giving by Just Impact. Further, do you think that Just Impact can take less advantage of communication with experts in other OPP cause areas (which could create important leverages) when it is an independent organization?
I appreciate the response here, but would flag that this came off, to me, as a bit mean-spirited.
One specific part: > If you think that not trusting you is good, because you are liable to certain suboptimal mechanisms established early on, then are you acknowledging that your recommendations are suboptimal? Where would you suggest that impact-focused donors in EA look?
1. He said “less trust”, not “not trust at all”. I took that to mean something like, “don’t place absolute reverence in our public messaging.” 2. I’m sure anyone reasonable would acknowledge that their recommendations are less than optimal. 3. “Where would you suggest that impact-focused donors in EA look” → There’s not one true source that you should only pay attention to. You should probably look at a diversity of sources, including OP’s work.
“less trust”, not “not trust at all”. I took that to mean something like, “don’t place absolute reverence in our public messaging.” … look at a diversity of sources, including OP’s work.
Did you also think that breadth of cause exploration is important?
It seems that you were conducting shallow and medium-depth investigations since late 2014. So, if there were some suboptimal commitments early on these should have been shown by alternatives that the staff would probably be excited about, since I assume that everyone aims for high impact, given specific expertise.
So, it would depend on the nature of the commitments that earlier decisions created: if these were to create high impact within one’s expertise, then that should be great, even if the expertise is US criminal justice reform, specifically.[1] If multiple such focused individuals exchange perspectives, a set of complementary[2] interventions that covers a wide cause landscape emerges.
If you think that not trusting you is good, because you are liable to certain suboptimal mechanisms established early on, then are you acknowledging that your recommendations are suboptimal? Where would you suggest that impact-focused donors in EA look?
Are you sure that the counterfactual impact is positive, or more positive without your ‘direct oversight?’ For example, it can be that Just Impact donors would have otherwise donated to crime prevention abroad,[3] if another organization influenced them before they learn about Just Impact, which solicits a commitment? Or, it can be that US CJR donors would not have donated to other effective causes were they not first introduced to effective giving by Just Impact. Further, do you think that Just Impact can take less advantage of communication with experts in other OPP cause areas (which could create important leverages) when it is an independent organization?
I appreciate the response here, but would flag that this came off, to me, as a bit mean-spirited.
One specific part:
> If you think that not trusting you is good, because you are liable to certain suboptimal mechanisms established early on, then are you acknowledging that your recommendations are suboptimal? Where would you suggest that impact-focused donors in EA look?
1. He said “less trust”, not “not trust at all”. I took that to mean something like, “don’t place absolute reverence in our public messaging.”
2. I’m sure anyone reasonable would acknowledge that their recommendations are less than optimal.
3. “Where would you suggest that impact-focused donors in EA look” → There’s not one true source that you should only pay attention to. You should probably look at a diversity of sources, including OP’s work.
That makes sense, probably the solution.