With respect to OP (who has a unique vantage from inside), I do agree with this on principle. When there are uncommon outcomes, there must be uncommon structure imho. A "good structure" is like oxygen, water, or peace: When it's well-maintained and well-distributed, one might not even notice it's there, nor spend much time being grateful for it. It's banal, but "what do you mean? isn't this just how things would always have been?" is both beautiful and tragic.
Imho if we could figure out how to have a "loud peace" (in all the ways that this might mean), we'd have figured out an important way of sustaining the world and ourselves.
I get the sense you were feeling at odds with my framing? I wonder if it's that you're picking up that I believe "structure" is above any one person or set of people. In my conception, leadership is just part of structure, a key maintainer. Leadership are pieces of the structure, but subordinate in scale. They sometimes seek outside help in shaping structure (e.g., ppl like eries), and the structure becomes like another passive actor, not simply "leadership's doing". Leadership are key players taking care of the structure, but they are just one set of players, and in some structures, non-leadership employees play an outsized role (often because leadership knew enough to step back). Sometimes the role of leadership if "fucking right off" in certain domains. Regardless, the structure then guides behaviour of all within it, and hopefully the structure also maintains us, at least as much as we maintain it.
I'm stating the above as if it's universally true, but it's just my take. I'd be curious to know if any parts give you strong YES or NO feelings, if you are open to share your gut reaction. Blunt responses welcome
(Fwiw I lean heavily on the ideas of Christopher Alexander -- the Pattern Language guy -- in regards to my beliefs on "structure": https://dorian.substack.com/p/at-any-given-moment-in-a-proce... )
In all seriousness, yes, individual leadership at the top has to be willing to steelman controversial issues and potential changes of direction, as well engage in unapologetic gatekeeping. At this point we've seen this over and over in tech when observing corporate successes and failures.
Is there something that happened which you don't think would have come to pass with a standard PBC/C-Corp (without the LTBT)? I'm trying to think of one, but nothing is coming to mind.
I think the structure attracted many people to Anthropic (e.g. an RSP that could only be overridden by the LTBT), but I'm not sure it has demonstrated a practical impact.
As an aside, I think a lot about this problem too! But the answers that don't reduce to something like "the people, and the people to whom they give power" seem to break down when I look closely.
(Although it does remind me a bit of Google pulling out of China back in the day.)
Unfortunately there doesn't really seem to be a cure for institutional decay. Once unethical people get in power, they hire other unethical people, and then you're just stuck in Game of Thrones. You have to go quit and found another company, and single-mindedly keep all those people away, kinda like Anthropic did when they left OpenAI.
I would argue it's not a real value if you are not willing to lose something in order to hold on to it. It is admirable to want to do the right thing when you can get away with doing the wrong thing. It is only a true value if you are willing to do the right thing when you cannot get away with doing the right thing.
I don't think it's that simple.
For example, let's say your desire is to minimize harm in Area X. While you're on top and in control of Area X, then you can do that easily enough. Suddenly a competitor comes whose values show they're willing to do lots of harm to Area X. And if they beat you in the capitalistic marketplace and gain more control, they'll be able to do lots of harm. In order to beat them, you may have to do a little bit of harm to Area X, which goes against your values. But in doing so, you retain control, and prevent even greater harm to Area X. Is that not a "real" value?
Would it be a "real" value to staunchly refuse to do a little harm to Area X, even if you know that this will result in greater harm in the long run?
This is why I distrust simple ideologies. The world is not simple.
Company A founds itself on doing 0 harm to Area X. Competitor B shows up and starts finding success doing 10 harm to Area X, so Company A makes a "moral" decision: If we do 9 harm to Area X, we are preventing 1 entire harm. Isn't that real value? then Company C shows up and starts finding success doing 100 harm to Area X, so Company A changes it's moral stance to "unless we do 99 harm to Area X ..."
I know an old lady who swallowed a fly kind of logic going on here.
You should investigate the repeated prisoners dilemma.
Well aware. Obviously, the entirety of human civilization is a bit more complicated than a prisoners dilemma, iterated or not. Yet prisoners dilemma's and races to the bottom still exist, and it makes no sense to argue against them in the abstract.
The person I was responding to made the point that if you want to minimize evil in the world, sometimes you have to add evil to a lesser degree. As in my example, if I do 9 points of evil but prevent 10 points of evil then according to OP I've added value to the world in the form of the 1 point of evil I have reduced.
I responded that this can lead to an escalation trap. This assumes that we would all prefer less evil in the world, right? So how do we get out of the escalation trap? Repeated application of the maxim "always do a bit less evil than the worst possible competitor" will not lead to a minimization of evil overall, only a creeping increase in the total amount of evil in the world.
How are you equating this to me arguing against the existence of races to the bottom?
In reality, neither corporate nor personal values are binary, all-or-none propositions. They are more like springs that push you in the right direction. But if something pulls hard enough in the wrong direction, a spring can be overpowered.
If they made that decision and it destroyed revenue, I could see an alternate timeline where a standard C-Corp + board with non-founder control may have ousted leadership. But that wasn't the situation for OpenAI or Google either, and their leadership still made a different decision.