I would be careful here about ascribing some singular definitive personal motivation to why I’m sharing these opinions (in the vain of ‘he and that other guy he talked with are clouded by ideology and that’s why he jumped to this factually incorrect conclusion’ or ‘he didn’t announce the names of the authors of a draft so based on that one can conclude this person doesn’t prioritise transparency’). Particularly when you quickly spot something about my take to disagree with, and might only grasp a small portion of where I’m coming from. Better to first have an actual face-to-face conversation and listen, paraphrase, and check in on each other’s views along with the context needed to interpret them. I’m deliberately not characterising you here based on your comments. I try somewhat awkwardly to stay open to what I’m missing.
That having said, you’ve clearly read a lot more about Dominic Cummings’ work than I have. I appreciate the detailed remarks. They help me break up and reassemble the broad impressions I personally got from reading a few blogposts.
On getting input from focus groups from 70-80% of the population – is the focus here on soliciting and addressing commonly held or majority views that are ignored, or also on aggregating distinct minority views?
Brad Victor setup Dynamicland in a way that’s very intentional about not building technology average early tech adopter but for a wide variety of diverse people.
This sounds cool. Let me watch a video of his.
On setting up organisations that can manage themselves, I agree that this seems a major problem in the US government for instance (and also in e.g. the Dutch Ministry of Justice and Security, and Ministry of Foreign Affairs from the stories I’ve heard of gross misspending and budgets reallocated to political ends from insiders involved there). This EconTalk podcast suggested actually recruiting an experienced chief operating officer in the US government, or at least to oversee an effective central auditing department. I don’t have strong opinions about that one – only that the incentives and power dynamics that you’re enmeshed in within such a big bureaucracy seem really tricky to work with.
The main political fight is whether you want an enviroment where radically new departments (and that includes things like the one that Audrey Tang runs) are possible or not
Did you mean that this is what Dominic Cummings or perhaps you would see as the main political fight here? I wouldn’t define it as such. I guess part of the tension in our conversation comes from talking past each other about what you could see as two separate agendas.
I would be careful here about ascribing some singular definitive personal motivation to why I’m sharing these opinions (in the vain of ‘he and that other guy he talked with are clouded by ideology and that’s why he jumped to this factually incorrect conclusion’ or ‘he didn’t announce the names of the authors of a draft so based on that one can conclude this person doesn’t prioritise transparency’). Particularly when you quickly spot something about my take to disagree with, and might only grasp a small portion of where I’m coming from. Better to first have an actual face-to-face conversation and listen, paraphrase, and check in on each other’s views along with the context needed to interpret them. I’m deliberately not characterising you here based on your comments. I try somewhat awkwardly to stay open to what I’m missing.
That having said, you’ve clearly read a lot more about Dominic Cummings’ work than I have. I appreciate the detailed remarks. They help me break up and reassemble the broad impressions I personally got from reading a few blogposts.
On getting input from focus groups from 70-80% of the population – is the focus here on soliciting and addressing commonly held or majority views that are ignored, or also on aggregating distinct minority views?
This sounds cool. Let me watch a video of his.
On setting up organisations that can manage themselves, I agree that this seems a major problem in the US government for instance (and also in e.g. the Dutch Ministry of Justice and Security, and Ministry of Foreign Affairs from the stories I’ve heard of gross misspending and budgets reallocated to political ends from insiders involved there). This EconTalk podcast suggested actually recruiting an experienced chief operating officer in the US government, or at least to oversee an effective central auditing department. I don’t have strong opinions about that one – only that the incentives and power dynamics that you’re enmeshed in within such a big bureaucracy seem really tricky to work with.
Did you mean that this is what Dominic Cummings or perhaps you would see as the main political fight here? I wouldn’t define it as such. I guess part of the tension in our conversation comes from talking past each other about what you could see as two separate agendas.