A preliminary estimate, and a request for better ones.
Summary
I believe the standard literature estimates for the number of DALYs attributable to a case of stunting are too low, largely because they don’t account for the long term effects. This means that childhood nutritional interventions that reduce the prevalence of stunting may be substantially more cost-effective than previously believed.
Epistemic status
Exploratory and back-o...
TL;DR: Kairos has raised $50 million from Coefficient Giving for two years of funding, one of the largest commitments they’ve made towards AI safety fieldbuilding to date. We’re using this to make an ambitious push for growing Kairos, broadening our portfolio of talent infrastructure projects and incubating new organizations. We’ve doubled in size in the last six mon...
I’ve been feeling pretty shaken since the METR report about the Hugging Face incident came out last week. Over the weekend, I wrote up some thoughts on how lonely the AI situation sometimes feels to me. It’s more personal than what I’d usually share publicly, but I thought I’d post it here in case it resonates with anyone else.
I’m very grateful to the man...
Quick Take: Probably the best board members will have some significant hesitance to accept. This is one spot where I think EA is sometimes getting things wrong right now, and where I think e.g. a full hiring round for a board is quite misdirected.
Wrote the following in a Slack thread asking about advice for selecting board members:
(I’m familiar with the US and not other places, so some of this may not exactly be right outside the US.)
First of all, your Board has ~complete control over your organization. They can remove the executive, change strategy, etc.. So people who share your vision, who you trust, who have high levels of insight, etc.
Given this immense responsibility, you want people who:
The Board / board members should add something to the organization. Often this is less relevant in EA, but in startups people often are interested in particular board members because of their network and connections. In EA, perhaps you can bring on someone particularly excellent in people management if you could use improvement there, financial diligence if you’d like that sort of oversight, or someone with strong strategic vision who you otherwise would get less engagement from.
Combining the above, probably the best board members will have some significant hesitance to accept. This is one spot where I think EA is sometimes getting things wrong right now, and where I think e.g. a full hiring round for board members is quite misdirected. Why is it likely that the best board members will have some hesitance to accept?
I expect that if they aren't hesitant to accept, they are often not sufficient in one of the above subbullets (most often in EA from my POV, the relevant one is that they don't place sufficient importance on the role and dedicate too little time to it.)
There’s a lot more I could say about board membership and the important qualities, but hopefully this helps a bit.
When you say a full hiring round is misdirected, what is this compared to? (Maybe pitching the position to individuals the org knows and trusts, and giving them more time to consider it and overcome their hesitations?) I don't have any real experience in hiring so I'm not sure whether I see the drawback being implicitly pointed at here.