I’m an admin of this site; I work full-time on trying to help people on LessWrong refine the art of human rationality. (Longer bio.)
I generally feel more hopeful about a situation when I understand it better.
Non-disclosure agreements I have signed: Around 2017 I signed an NDA when visiting the London DeepMind offices for lunch, one covering sharing any research secrets, that was required by all guests before we were allowed me access to the building. I do not believe I have ever signed another NDA.
Just zooming in on this, which stood out to me personally as a particular thing I’m really tired of.
If you’re not disagreeing with people about important things then you’re not thinking. There are many options for how to negotiate a significant disagreement with a colleague, including spending lots of time arguing about it, finding a compromise action, or stopping collaborating with the person (if it’s a severe disagreement, which often it can be). But telling someone that by disagreeing they’re claiming to be ‘better’ than another person in some way always feels to me like an attempt to ‘control’ the speech and behavior of the person you’re talking to, and I’m against it.
It happens a lot. I recently overheard someone (who I’d not met before) telling Eliezer Yudkowsky that he’s not allowed to have extreme beliefs about AGI outcomes. I don’t recall the specific claim, just that EY’s probability mass for the claim was in the 95-99% range. The person argued that because EY disagrees with some other thoughtful people on that question, he shouldn’t have such confidence.
(At the time, I noticed I didn’t have to be around or listen to that person and just wandered away. Poor Eliezer stayed and tried to give a thoughtful explanation for why the argument seemed bad.)
I noticed this too. I thought a bunch of people were affected by it in a sort of herd behavior way (not focused so much on MIRI/CFAR, I’m talking more broadly in the rationality/EA communities). I do think key parts of the arguments about how to think about timelines and takeoff are accurate (e.g. 1, 2), but I feel like many people weren’t making decisions because of reasons; instead they noticed their ‘leaders’ were acting scared and then they also acted scared, like a herd.
In both the Leverage situation and the AI timelines situation, I felt like nobody involved was really appreciating how much fuckery the information siloing was going to cause (and did cause) to the way the individuals in the ecosystem made decisions.
This was one of the main motivations behind my choice of example in the opening section of my 3.5 yr old post A Sketch of Good Communication btw (a small thing but still meant to openly disagree with the seeming consensus that timelines determined everything). And then later I wrote about the social dynamics a bunch more 2yrs ago when trying to expand on someone else’s question on the topic.