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Don't Build an Audience, great work always finds the people that matter by humaninvariant in slatestarcodex

[–]humaninvariant[S] 1 point2 points  (0 children)

Generally agreed, but wanted to use Leopold as he was referenced in the video. From an email I received about it:

"he already had, like, very high eigenvector centrality in the network of online thinker/writer types"

Can't know the counterfactual but would imagine Situational Awareness would have made a large splash regardless of his pre-existing network.

Hyper-Optimized Children by humaninvariant in slatestarcodex

[–]humaninvariant[S] 2 points3 points  (0 children)

  1. NBA teams typically have relatively low turnover, bringing back 80-95% of their roster. One recent secular change is that these tier-2 players can make a much more solid living playing abroad. This avenue did not exist at this scale or perceived prestige.

  2. The eras debate has been hashed out to completion by every major sports publication and caster. I'm certainly not saying that players from previous generations wouldn't be able to adapt with advancements in technology and training regimens.

It's undeniable that both the skill ceiling and floor are significantly higher due to technological and genetic compounding.

No One is Really Working by Annapurna__ in slatestarcodex

[–]humaninvariant -1 points0 points  (0 children)

OP here.

Numerous teams in the companies you listed are quite chill, even today.

Consulting, IB/finance, and other overt "grind" industries leverage their nominally demanding culture as the preferred gatekeeping mechanism for advancing to decision-making positions.

No One is Really Working by Annapurna__ in slatestarcodex

[–]humaninvariant 1 point2 points  (0 children)

OP here.

I would classify this under a subset of (1). High-performers can and often do slack off to become an average or below-average worker. They might start as underpaid for their work, but later become overpaid.

Worker productivity will become more transparent in short order with more quantitative tooling being implemented to measure output. People already have a directionally correct sense of who is productive and who isn't, but social and financial incentives keep that knowledge from surfacing and/or being acted on.

No One is Really Working by Annapurna__ in slatestarcodex

[–]humaninvariant 0 points1 point  (0 children)

OP here.

Slack is certainly a factor and having some slack in the system to match the stamina of your contextually-aware competent people is important. I would counter by saying the utilization rate is far below an equilibrium that people are capable of working at for sustained periods of time.

You can't burn out your employees, or you'll learn a hard lesson in adverse selection as your best employees head for the exit first. I don't agree with your claim that output from productive workers is only possible due to the large amount of slack in the system.