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 Scale, or importance, is held as one of the 3 criteria to consider when evaluating an intervention for promisingness. With the idea being that large scale problems might suggest which area will be more effective to work on, assuming it also scores well on the other criteria. Some interventions are predicated on very strong scale arguments, such as far future or wild animal suffering. However, we have found that scale specifically is quite a poor indicator of the promisingness of an area.
 Organizational self-confidence is seen as a very positive trait and is often embraced by new start-ups and nonprofits. The concept of self-skepticism is arguably as important but is often neglected. Self-skepticism cautions us to clearly measure our impact before declaring ourselves effective or expanding our organization. We believe that a healthy dose of this applied to the charity sector would make the world a much better place much faster. Below is an outline of our organizational self-skepticism checklist.  First published at Charityscience.com in 2014 Many charities claim to accept and even enjoy feedback (both positive and critical), but I find that the reality is less straightforward. Most charities have two kinds of set-ups for feedback:
 First published at Charityscience.com in 2015 When a charity is created most people think about the altruistic intentions behind its creation. They think that the founder wanted to improve the world or wanted to further a specific cause. While I think that this is true in nearly every case, there are also other strong motivations and sometimes these can interfere with or even supersede the organisation’s stated mission.
 In this post I am not going to argue that university is largely about signaling competence; Brian Caplan and many other writers have already provided a fairly in-depth look at that. What I am going to argue is that if your main reason for going to university is to signal competence, there are better ways to do it, particularly for EAs who have a lot of talent and dedication.  He quit! It was a tricky decision that Bill had been considering for months. He was an impact-focused EA, and although he thought his job was fairly high-impact he was pretty sure he was very replaceable. In fact, he was unsure he was even needed at the organization, since many of his tasks could have been done by a less experienced employee. And he was one of the five members of the senior team!  This ask report focuses on improving the environmental conditions of factory farmed animals. Specifically, it focuses on improving management of dissolved oxygen levels for fish. |
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