I think the people in the article you quote are being honest about not identifying with the EA social community, and the EA community on X is being weird about this.
I never interpreted that to be the crux/problem here. (I know I’m late replying to this.)
People can change what they identify as. For me, what looks shady in their responses is the clusmy attempts at downplaying their past association with EA.
I don’t care about it because I still identify with EA; instead, I care because it goes under “not being consistently candid.” (I quite like that expression despite its unfortunate history). I’d be equally annoyed if they downplayed some significant other thing unrelated to EA.
Sure, you might say it’s fine not being consistently candid with journalists. They may quote you out of context. Pretty common advice for talking to journalists is to keep your statements as short and general as possible, esp. when they ask you things that aren’t “on message.” Probably they were just trying to avoid actually-unfair bad press here? Still, it’s clumsy and ineffective. It backfired. Being candid would probably have been better here even from the perspective of preventing journalists from spinning this against them. Also, they could just decide not to talk to untrusted journalists?
More generally, I feel like we really need leaders who can build trust and talk openly about difficult tradeoffs and realities.
(I know I’m late again replying to this thread.)
Hm, good point. This gives me pause, but I’m not sure what direction to update in. Like, maybe I should update “corporate speak is just what these large orgs do and it’s more like a fashion thing than a signal of their (lack of) integrity on things that matter most.” Or maybe I should update in the direction you suggest, namely “if an org grows too much, it’s unlikely to stay aligned with its founding character principles.”
I would have certainly thought so. If anything can be an inoculant against those temptations, surely a strong adherence to a cause greater than oneself packaged in lots warnings against biases and other ways humans can go wrong (as is the common message in EA and rationalist circles) seems like the best hope for it? If you don’t think it can be a strong inoculant, that makes you pretty cynical, no? (I think cynicism is often right, so this isn’t automatically a rejection of your position. I just want to flag that yours is a claim with quite strong implications on its own.)
If you were just talking about SBF, then I’d say your point is weak because he probably wasn’t low on dark triad traits to start out with. But you emphasizing how other EAs around him were also involved (the direct co-conspirators at Alameda and FTX) is a strong point.
Still, in my mind this would probably have gone very differently with the same group of people minus SBF and with a leader with a stronger commitment and psychological disposition towards honesty. (I should flag that parts of Caroline Ellison’s blog also gave me vibes of “seems to like having power too much”—but at least it’s more common for young people to later change/grow.) That’s why I don’t consider it a huge update for “power corrupts”. To me, it’s a reinforcement of “it matters to have good leadership.”
My worldview(?) is that “power corrupts” doesn’t apply equally to every leader and that we’d be admitting defeat straight away if we stopped trying to do ambitious things. There doesn’t seem to be a great way to do targeted ambitious things without some individual acquiring high amounts of power in the process.(?) We urgently need to do a better job at preventing that those who end up with a lot of power are almost always those with kind of shady character. The fact that we’re so bad at this suggests that these people are advantaged at some aspects of ambitious leadership, which makes the whole thing a lot harder. But that doesn’t mean it’s impossible.
I concede that there’s a sense in which this worldview of mine is not grounded in empiricism—I haven’t even looked into the matter from that perspective. Instead, it’s more like a commitment to a wager: “If this doesn’t work, what else are we supposed to do?”
I’m not interested in concluding that the best we can do is criticise the powers that be from the sidelines.
Of course, if leaders exhibit signs of low integrity, like in this example of Anthropic’s communications, it’s important not to let this slide. The thing I want to push back against is an attitude of “person x or org y has acquired so much power, surely that means that they’re now corrupted,” and this leading to no longer giving them the benefit of the doubt/not trying to see the complexities of their situation when they do something that looks surprising/disappointing/suboptimal. With great power comes great responsiblity, including a responsibility to not mess up your potential for doing even more good later on. Naturally, this does come with lots of tradeoffs and it’s not always easy to infer from publicly visible actions and statements whether an org is still culturally on track. (That said, I concede that you can often tell quite a lot about someone’s character/an org’s culture based on how/whether they communicate nuances, which is sadly why I’ve had some repeated negative updates about Anthropic lately.)