I agree with the bulk of this post, but disagree (or have misunderstood) in two specific ways:
First, I think it is essential that EA is a “practical project”, not merely (or primarily) an intellectual project. Peter Singer shared an intellectual insight linked to practical action, and the EA community used that insight to shape our thinking on impactful interventions and to make a practical difference in the world. It’s the link to practical action that, for me, is the most important part of what we do. I think EA is, and should be, fundamentally a practical project. Of course, we should do sufficient intellectual work to inform that practical project. But, if we lose sight of the practical project, I don’t think it’s “effective” or “altruism”.
Second, I think the trend of “disassociating” is typically unhelpful. You note elsewhere in your post that brand damage risks negative feedback loops (and hence a reduction in tractability) and that there is a chance that the community tears itself apart in the face of setbacks. I think disassociating fuels those fires. Personally, I plan to keep associating the EA brand (appropriately) with the good work that I do, because I want everyone in this community to benefit from the positive externality of my work (as humble as that might be). It would be nice if others did the same. That’s how we rebuild and come out of this stronger. If everyone doing good work disassociates, that’s the definition of the community tearing itself apart.
On the balance of things we agree on (and my own priors separate to recent events), I think EA becoming more centralised is right. I agree that we need to focus on good governance and integrity. Doing that effectively requires a sufficient centre-of-mass. The current situation with very many dozens (hundreds?) of small organisations and grant-funded individuals largely doing their own things is not well suited for good governance and high integrity. I think funders should strongly update to provide funding to established organisations (geographically based or subject matter based) to achieve particular outcomes, rather than providing grants to individuals. Empowering peak bodies on issues or in locations lets them have the weight and expertise necessary to drive integrity and enforce norms. But that’s verging on a different conversation.
Just a small clarification, I’m not saying we should abandon the practical project, but it could make sense to (relatively speaking) focus on more tractable areas / dial down ambitions / tilt more towards the intellectual project until we’ve established more operational competence.
I also agree dissociating has significant costs that need to be weighed against the other reasons.
I agree with the bulk of this post, but disagree (or have misunderstood) in two specific ways:
First, I think it is essential that EA is a “practical project”, not merely (or primarily) an intellectual project. Peter Singer shared an intellectual insight linked to practical action, and the EA community used that insight to shape our thinking on impactful interventions and to make a practical difference in the world. It’s the link to practical action that, for me, is the most important part of what we do. I think EA is, and should be, fundamentally a practical project. Of course, we should do sufficient intellectual work to inform that practical project. But, if we lose sight of the practical project, I don’t think it’s “effective” or “altruism”.
Second, I think the trend of “disassociating” is typically unhelpful. You note elsewhere in your post that brand damage risks negative feedback loops (and hence a reduction in tractability) and that there is a chance that the community tears itself apart in the face of setbacks. I think disassociating fuels those fires. Personally, I plan to keep associating the EA brand (appropriately) with the good work that I do, because I want everyone in this community to benefit from the positive externality of my work (as humble as that might be). It would be nice if others did the same. That’s how we rebuild and come out of this stronger. If everyone doing good work disassociates, that’s the definition of the community tearing itself apart.
On the balance of things we agree on (and my own priors separate to recent events), I think EA becoming more centralised is right. I agree that we need to focus on good governance and integrity. Doing that effectively requires a sufficient centre-of-mass. The current situation with very many dozens (hundreds?) of small organisations and grant-funded individuals largely doing their own things is not well suited for good governance and high integrity. I think funders should strongly update to provide funding to established organisations (geographically based or subject matter based) to achieve particular outcomes, rather than providing grants to individuals. Empowering peak bodies on issues or in locations lets them have the weight and expertise necessary to drive integrity and enforce norms. But that’s verging on a different conversation.
Just a small clarification, I’m not saying we should abandon the practical project, but it could make sense to (relatively speaking) focus on more tractable areas / dial down ambitions / tilt more towards the intellectual project until we’ve established more operational competence.
I also agree dissociating has significant costs that need to be weighed against the other reasons.