📚 Quinn's Highlights

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The need for transparent and democratic decision-making: Human bullshit and algorithmic bullshit are two sides of the same coin Summary: Data and algorithms are not inherently bad, but they should be used in a transparent and democratic way that empowers everyone. Instead of arguing about whether computer or human decision-making is better, we should focus on accountable and transparent decision-making. This means avoiding human biases and stereotypes as well as naive machine learning without considering its real-world implications. Transcript: Speaker 1 So the point is that it's not that data and algorithms are bad it's that they need to be applied in a way which is transparent and which is democratic and which empowers all of us to carry On these debates rather than simply being tools which accurately or inaccurately are being used to buy the powerful to control the rest of us it's silly to argue about which is better You know computer decision making or human decision making that's really not the point I mean the point is we should have accountable transparent decision making instead of bs there's Human bs which comes in the form of stereotypes in ideology and there's algorithmic bs which comes in the form of naive machine learning without thinking enough about its applications

Glen Weyl & Cris Moore on Plurality, Governance, and Decentralized Society

COMPLEXITY: Physics of Life

One of the most effective tools for building a culture of trust is simply saying, “I trust you to do the right thing.” Backing those words with action shows people that you’re serious. Larry once had about 40 people reporting to him in a research unit of a major consulting firm. As a manager, he was expected to read and approve all travel and expense forms. Since many of these consultants traveled extensively, this would have meant spending a half-day or more on paperwork each week. This struck him as a tremendous waste of time and energy that did not add any value to his unit. At a group meeting, he told the team that he trusted them to stay at a Marriott rather than a Four Seasons hotel, and that he wasn’t going to dive into their expense reports. He realized that the cost of not trusting the group would be far greater than an infrequent upgrade from coach to business class. This not only gave Larry time to do more worthwhile work, but it added to the group’s social capital.11 They knew they were trusted and proved to be trustworthy over the years.

The Smart Mission

Edward J. Hoffman, Matthew Kohut, and Laurence Prusak

Inversion: Avoiding stupidity is easier than trying to be brilliant. Instead of asking, “How can I help my company?” you should ask, “What’s hurting my company the most and how can I avoid it?” Identify obvious failure points, and steer clear of them.

50 Ideas That Changed My Life - David Perell

perell.com

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