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Problems

Every problem should be so clearly defined that anyone can jump in to solve it without requiring additional information.

  1. Create a database of well defined problems
  2. Gain consensus on their worth to be solved
  3. Incentivize rewards for anyone to solve them.

If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions - Albert Einstein

The Metacrisis​

The Metacrisis (Part 2) refers to the range of existential risks facing humanity where people acting in their own self-interest leads to terrible results for everyone as a whole. Rapidly advancing technology makes the negative impacts of these coordination failures much worse. Key challenges include:

  1. Environmental issues: Climate change, biodiversity loss, pollution, unsustainable resource extraction, etc. driven by an economic system requiring exponential growth on a finite planet.
  2. Technological risks: Potential catastrophic impacts from advanced technologies like AI, biotech, cyber weapons, etc. becoming more accessible and powerful.
  3. Fragility of global systems: Increasing vulnerability of interconnected global supply chains, institutions, and international order to disruption.
  4. Coordination failures: Inability to adequately address global challenges due to multipolar traps, arms races, short-term incentives, etc. that prevent necessary cooperation.

Trying to solve the metacrisis by giving lots of control to central authorities could lead to oppressive dystopias. But if everyone just does their own thing without coordination, it will likely lead to catastrophes. The key challenge is finding a "third way" that avoids both catastrophic outcomes and dystopian centralized control.

Domain Problems​

Domain Specific Problems

Progress​

You can't make progress if you lack the courage to face up to problems head on.

Enter the Danger: Dedicate time to prepare your mind to embrace the pain in identify uncomfortable the problems that are worth solving. Approach these situations with courage, empathy and a genuine desire to improve rather than assigning blame.

  1. Prepare mentally. Remind yourself that addressing the uncomfortable issue is ultimately in the best interest of the team/organization, even if it feels risky in the moment.
  2. Be willing to be vulnerable. Share your own challenges or mistakes to create psychological safety for others.
  3. Be direct but respectful. Bring up the sensitive topic clearly and directly, but in a calm and non-judgmental tone.
  4. Have a clear purpose. Know why addressing this issue is important and be able to articulate that if needed.
  5. Ask open-ended questions. Use questions to invite discussion rather than making statements. For example, "What are people's thoughts on what just happened?"
  6. Listen actively. Once you've opened up the difficult topic, focus on listening to understand different perspectives.
  7. Use "I" statements. Frame observations in terms of your own perspective rather than making accusations. For example, "I noticed there was tension after that comment" rather than "You upset everyone with what you said."
  8. Acknowledge the discomfort. It can help to name that this is a difficult conversation. For example, "I know this is an uncomfortable topic, but I think it's important we discuss it."
  9. Focus on the issue, not the person. Keep the conversation centred on behaviors and impacts rather than attacking someone's character.
  10. Look for common ground. Try to identify shared goals or values that can serve as a foundation for addressing the issue.
  11. Be prepared to pause. If emotions get too heated, be willing to take a break and revisit the conversation later.
  12. Follow up. After a difficult conversation, check in with people individually to see how they're processing it.

With practice, entering the danger becomes less daunting and more of a valuable tool for growth and problem-solving. Dedicate the sessions as the time and space for airing problems, but when not in session commit to getting on with things without complaint.

Problem Solving​

Form experiments to make progress by validating assumptions.

What is the best protocols to go about identification and prioritization to aligning intention and attention on solving the important problems you have the capability to act on.

  1. Know Your Enemy
  2. Embrace Chaos
  3. Specification
  4. Bet on Experiments

Mapping Tools​

Use exploratory diagrams to explore different interpretations of the big picture.

Thinking Tools​

Incentive Analysis​

Fix incentives to align behaviours with better outcomes.

Incentive Design

Solution Design​

Flow of Value

  1. Map the big picture for context
  2. Identify the source
  3. Classify the problem
  4. Form a theory
  5. Organise information
  6. Define levers and expectations
  7. Present an argument
  8. Make Bets
  9. Monitor and adjust
tip

Check if an existing algorithm addresses this problem

Attachments​