Alaric: переводы

→- The MIRI research team

→Happy hunting,

→How the hell does progress even get made?

→What sort of document would you write? How would you know if it was a good idea to write one, or not? How would you decide what to put into it?

→Where are you still hungry or frustrated or dissatisfied? What’s missing from this document, that we failed to address? How did you come to be aware of this/these thing/s that we missed?

→Why did we choose to write this document? What were we expecting from it, and what caused us to select this particular format and content, out of all of the possibilities?

→Epilogue
You’ve nearly reached the end of the document! Hopefully, this contained non-zero useful information, as well as a healthy amount of food-for-thought. Before you go, we recommend that you take 30 seconds or so to ponder each of the following questions:

→Remember that the quality of the research and discussions and the MIRIx chapter as a whole is dependent on the actions of individuals, and how those actions combine. Be sure to impress this upon every member—your MIRIx is only as good as each of you individually chooses to make it.
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→If your MIRIx chapter is in an academic setting, be sure to figure out what sort of pipeline you want to form, so that you have underclassmen who are invested and ready to take over when the older students graduate. If not in an academic setting, consider how you want to go about recruiting new members. Note that a large influx of new members is rarely useful, and compounds the culture problem; it’s better by far to add new people one or two at a time, with plenty of time to acculturate.

→Consider whether you want to run events for the general public or potential new recruits (e.g., in math or CS departments). Consider whether you want to try more ambitious projects, like the Human-Aligned AI Summer School, and reach out to people with knowledge and resources to do it well rather than reinventing the wheel.

→Consider what relationship you want to have with other MIRIx groups, such as sharing minutes or questions or occasionally sending or receiving ambassadors. Take agentic action in causing such things to happen, if you want them—remember that you’re part of a class, and if you want it but never take steps to bring it about, this is probably true of lots of other people as well.

→Ensure that you have up-to-date contact information for all full members and associated/interested parties. Think in advance about whether you want to do email messages, FB groups, individual texts, etc.

→At the end of a meeting, assign someone to collect and email out questions that people intend to mull over, or thoughts that will lead into the next meeting. Consider deciding in advance who will be leading what at the next meeting, so they have a reason to prepare and to show up.

→Consider assigning someone to take minutes and collate them in a permanent place, such that you can look back over the arc of a given season or year. Consider whether or not it feels valuable to go over minutes from the previous meeting at the start of each meeting.

→If setting a long-term agenda, build in wiggle room for things that aren’t part of that swath (e.g., every third meeting is deliberately not consistent with the overall arc).

→Consider setting long-term agendas, i.e., six months or a year of meetings that stay near a particular swath of the territory and allow for the group to build up a body of knowledge and progress.

→Try to have fewer than 50% of your meetings center on reading and/or discussing pre-existing material. (Ideally, fewer than 33%.)

→Try to have a mix of topics or activities, so that every meeting doesn’t follow the exact same pattern. Read papers, give presentations, hold discussions, write formal proofs or essays, etc.

→4. Other thoughts and questions

→Consider in advance, and be explicit about, things like the acceptability of interruptions or off-topic discussion. Cultivate a culture of disagreement, but be deliberate about building in politeness and support so that disagreement is net-positive and doesn’t turn into abuse or delegitimization. Protect whatever decision-making structures you decide to put in place, and be consistent about what constitutes each person’s domain and what marks the end of discussion.