So on one hand… your bullet-points there are maybe pointing in a helpful direction. And I think my overall take right now is “however much effort Nate has previously put into improving on his communications or comms-onboarding, probably he (or MIRI) should put more.”
But, your phrasing here feels a bit like a weird demand for exceptional rigor.
Like, although I think Nate is pretty high on “can feel intense to interact with”, it’s not that weird for a company to have an intense manager, and I’ve never heard of companies-with-intense-managers having this sort of doc at all. And I know a bunch of people who are intense to interact with in regular, interpersonal interactions (i.e. while dating), and they also often don’t have docs explaining that.
So, it feels pretty weird (and not particularly “revealing” of anything) that Nate made a pretty novel type of doc… and didn’t (yet) do some additional followup steps with it.
Like, although I think Nate is pretty high on “can feel intense to interact with”, it’s not that weird for a company to have an intense manager, and I’ve never heard of companies-with-intense-managers having this sort of doc at all. And I know a bunch of people who are intense to interact with
But, your phrasing here feels a bit like a weird demand for exceptional rigor.
No—the opposite. I was implying that there’s clearly a deeper underpinning to these patterns that any amount of rigor will be insufficient in solving, but my point has been articulated within KurtB’s excellent later comment, and solutions in the earlier comment by jsteinhardt.
it’s not that weird for a company to have an intense manager
I agree; that’s very true. However, this usually occurs in companies that are chasing zero-sum goals. Employees treated in this manner might often resort to a combination of complaining to HR, being bound by NDAs, or biting the bullet while waiting for their paydays. It’s just particularly disheartening to hear of this years-long pattern, especially given the induced discomfort in speaking out and the efforts to downplay, in an organization that publicly aims to save the world.
So on one hand… your bullet-points there are maybe pointing in a helpful direction. And I think my overall take right now is “however much effort Nate has previously put into improving on his communications or comms-onboarding, probably he (or MIRI) should put more.”
But, your phrasing here feels a bit like a weird demand for exceptional rigor.
Like, although I think Nate is pretty high on “can feel intense to interact with”, it’s not that weird for a company to have an intense manager, and I’ve never heard of companies-with-intense-managers having this sort of doc at all. And I know a bunch of people who are intense to interact with in regular, interpersonal interactions (i.e. while dating), and they also often don’t have docs explaining that.
So, it feels pretty weird (and not particularly “revealing” of anything) that Nate made a pretty novel type of doc… and didn’t (yet) do some additional followup steps with it.
(I think that “intense” is euphemizing.)
No—the opposite. I was implying that there’s clearly a deeper underpinning to these patterns that any amount of rigor will be insufficient in solving, but my point has been articulated within KurtB’s excellent later comment, and solutions in the earlier comment by jsteinhardt.
I agree; that’s very true. However, this usually occurs in companies that are chasing zero-sum goals. Employees treated in this manner might often resort to a combination of complaining to HR, being bound by NDAs, or biting the bullet while waiting for their paydays. It’s just particularly disheartening to hear of this years-long pattern, especially given the induced discomfort in speaking out and the efforts to downplay, in an organization that publicly aims to save the world.