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Perspectives on Organizational Strategy & Coordination: Optimizing for Few Coherent Goals v.s. Many Incoherent Goals
Transcript:
Speaker 1
I think one of the things where the corporate world is actually much better at this than the academic world or the educational world, because their goal is profit. So it's very clear. It's much harder to say what the goal of an educational institution is. It feels like it should be obvious, but within the general goal of like we want to produce successful, well-rounded people, there's a lot of disagreement about what the goals are. And so shaping the institutional incentives around those goals becomes extremely difficult, because not only do we have to worry about perverse incentives, but we have to worry about Vigorous disagreement about the kinds of things that are valued in the first place. And I think exactly what you're talking about, T, is something that if you went to a bunch of university administrators, let's say, or medical school administrators or doctors, and You said, what is the point to what you're doing? Is it to produce wise, well-rounded people? Is it to minimize costs to insurance companies? Is it to increase donor contributions? What is it? And there are all these competing goals. And so there's this constant infighting about among different people who have different versions of what the best version of their institution is, and it's so difficult to articulate What that is.
Speaker 2
I wonder if we're in different sides of this, because are you like worried about the hardness of it? It sounds like you think it's a problem that it's hard to come to agreement and articulate a goal, where I actually prefer the university that disagrees, has many incuit and plural goals, And worry that when it articulates an outcome clearly and starts orienting around that outcome, that's when it starts shedding a lot of what was good about the kind of pluralistic more. So let me just give you this is like from my life, right? So a university I've been employed at has started moving toward orienting everything around student success, where student success is defined as graduation rate, graduation speed, Salary after graduation. When you define that outcome, it becomes really easy to target, and the people that are targeting it, as you say, the people that target it well tend to rise, people that are willing to Go all in on targeting that stuff instead of caring about all the other weird shit that education might be for, tend to have better recordable outcomes and tend to rise in the university Structure. So I actually am happier for something as complicated with education, in which different groups have different conceptions of values about what they're doing, and we don't actually Try to settle it, and we don't hold them all to a high articulability constraint, because I think the business school and the CS department have more easily articulable outcomes than The creative writing department, art history department. A lot of the stuff that I'm writing right now is about like this defense of the inarticulable.
Speaker 1
It's a hard question to answer because I think that there are multiple levels of organization going on here. There's like a top administrator level, because these institutions tend to be pretty hierarchical. I think at the top of the hierarchy, there has to be some sort of reasonably well-defined goal, even if it doesn't specify what every individual component of the organization or institution Would do it. And I think that that trickles down to those levels though, and creates incentives. Regardless of whether or not it's a good thing, I think there has to be some sort of coherence at the very top level, even if it doesn't dictate what each individual component is doing.
Paul Smaldino & C. Thi Nguyen on Problems With Value Metrics & Governance at Scale
COMPLEXITY: Physics of Life
The Dataome: The Energy Intensity of the Digital World
Key takeaways:
• The generation and usage of digital data requires a significant amount of energy and resources.
• Silicon chip production is an energy-intensive process due to the creation of ordered structures from disordered material.
• Efforts to generate electric power for the current informational world are hindered by the fight against entropy.
• The energy requirements for computation, data storage, and data transmission are increasing exponentially.
• Without significant improvements in efficiency, the energy needed to run our digital data homes may soon match the global civilization's total energy usage.
Transcript:
Speaker 1
Its everything, right? It's this conversation in recording to yr bits. It's the information that went to and from your phone when you picked it up in the morning. It's the video you made. It's all the financial transactions, it's all the scientific computation. And that, of course, all takes energy. It takes the construction of te technology. In the first instance, making silican chips is an extraordinarily energy intensive thing, because you're making these exquisitely ordered structures out of very disordered material. And so there too, we go back to simo dynamics. And you're fighting, in this sense, against entropines. In a local fashion, we're having to generate electric to power current informational world, that piece of the data. And the rather sobering thing is that already, the amount of energy and resources that we're putting into this, it's about the same as the total metabolic utilization of around 700 Million human and if you look at the trend in energy requirements for computation, for data storage and data transmission, the trends all upwards. Its an expedential curve. And they suggest that perhaps, even if we have some improvements in efficiency, unless those improvements are then in a few decades time, we may be at a point where the amount of energy, Just electrical energy, required to run our digital data home, is roughly the same as the total amount of electrical energy we utilize as a global civilization at this time.
Speaker 3
The
Caleb Scharf on the Ascent of Information — Life in the Human Dataome
COMPLEXITY: Physics of Life
Risk tolerance in org change: When 1 bad thing happens, don't pave over it with rules
Transcript:
Speaker 1
Two is, and Sam, like you and I have talked about this a million times, like there is such a bias around risk where it's like this thing happened once. Now we make a rule for it. Now we have to uphold that rule in perpetuity. And that is what we call work debt. We don't even know if that one thing would ever happen again. But now we have hours and time and money and cycles and cycles and cycles probably forever because let's be honest, we're never going to unwrite that rule for what might have been a one Off. And so on the one hand, I think like that person's perspective is really valid. On the other hand, I'm like, if you want to be strategic, you have to learn to look at risk a little bit differently, which is that you can never eliminate it. You are always doing stuff with the issue in the rear view.
The Future of HR — Building Your Capabilities, Pt. 1 - Getting to Level 3
At Work with The Ready
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