The Nonlinear Library EA - Future of Humanity Institute 2005-2024: Final Report by Pablo
Apr 17, 2024
07:57
Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Future of Humanity Institute 2005-2024: Final Report, published by Pablo on April 17, 2024 on The Effective Altruism Forum.
Anders Sandberg has written a "final report" released simultaneously with the announcement of FHI's closure. The abstract and an excerpt follow.
Normally manifestos are written first, and then hopefully stimulate actors to implement their vision. This document is the reverse: an epitaph summarizing what the Future of Humanity Institute was, what we did and why, what we learned, and what we think comes next. It can be seen as an oral history of FHI from some of its members. It will not be unbiased, nor complete, but hopefully a useful historical source.
I have received input from other people who worked at FHI, but it is my perspective and others would no doubt place somewhat different emphasis on the various strands of FHI work.
What we did well
One of the most important insights from the successes of FHI is to have a long-term perspective on one's research. While working on currently fashionable and fundable topics may provide success in academia, aiming for building up fields that are needed, writing papers about topics before they become cool, and staying in the game allows for creating a solid body of work that is likely to have actual meaning and real-world effect.
The challenge is obviously to create enough stability to allow such long-term research. This suggests that long-term funding and less topically restricted funding is more valuable than big funding.
Many academic organizations are turned towards other academic organizations and recognized research topics. However, pre-paradigmatic topics are often valuable, and relevant research can occur in non-university organizations or even in emerging networks that only later become organized. Having the courage to defy academic fashion and "investing" wisely in such pre-paradigmatic or neglected domains (and networks) can reap good rewards.
Having a diverse team, both in terms of backgrounds but also in disciplines, proved valuable. But this was not always easy to achieve within the rigid administrative structure that we operated in. Especially senior hires with a home discipline in a faculty other than philosophy were nearly impossible to arrange.
Conversely, by making it impossible to hire anyone not from a conventional academic background (i.e., elite university postdocs) adversely affects minorities, and resulted in instances where FHI was practically blocked from hiring individuals from under-represented groups. Hence, try to avoid credentialist constraints.
In order to do interdisciplinary work, it is necessary to also be curious about what other disciplines are doing and why, as well as to be open to working on topics one never considered before. It also opens the surface to the rest of the world.
Unusually for a research group based in a philosophy department, FHI members found themselves giving tech support to the pharmacology department; participating in demography workshops, insurance conferences, VC investor events, geopolitics gatherings, hosting artists and civil servant delegations studying how to set up high-performing research institutions in their own home country, etc. - often with interesting results.
It is not enough to have great operations people; they need to understand what the overall aim is even as the mission grows more complex. We were lucky to have had many amazing and mission-oriented people make the Institute function. Often there was an overlap between being operations and a researcher: most of the really successful ops people participated in our discussions and paper-writing. Try to hire people who are curious.
Where we failed
Any organization embedded in a larger organization or community needs to invest to a certain degree in establishing the right kind of...
Anders Sandberg has written a "final report" released simultaneously with the announcement of FHI's closure. The abstract and an excerpt follow.
Normally manifestos are written first, and then hopefully stimulate actors to implement their vision. This document is the reverse: an epitaph summarizing what the Future of Humanity Institute was, what we did and why, what we learned, and what we think comes next. It can be seen as an oral history of FHI from some of its members. It will not be unbiased, nor complete, but hopefully a useful historical source.
I have received input from other people who worked at FHI, but it is my perspective and others would no doubt place somewhat different emphasis on the various strands of FHI work.
What we did well
One of the most important insights from the successes of FHI is to have a long-term perspective on one's research. While working on currently fashionable and fundable topics may provide success in academia, aiming for building up fields that are needed, writing papers about topics before they become cool, and staying in the game allows for creating a solid body of work that is likely to have actual meaning and real-world effect.
The challenge is obviously to create enough stability to allow such long-term research. This suggests that long-term funding and less topically restricted funding is more valuable than big funding.
Many academic organizations are turned towards other academic organizations and recognized research topics. However, pre-paradigmatic topics are often valuable, and relevant research can occur in non-university organizations or even in emerging networks that only later become organized. Having the courage to defy academic fashion and "investing" wisely in such pre-paradigmatic or neglected domains (and networks) can reap good rewards.
Having a diverse team, both in terms of backgrounds but also in disciplines, proved valuable. But this was not always easy to achieve within the rigid administrative structure that we operated in. Especially senior hires with a home discipline in a faculty other than philosophy were nearly impossible to arrange.
Conversely, by making it impossible to hire anyone not from a conventional academic background (i.e., elite university postdocs) adversely affects minorities, and resulted in instances where FHI was practically blocked from hiring individuals from under-represented groups. Hence, try to avoid credentialist constraints.
In order to do interdisciplinary work, it is necessary to also be curious about what other disciplines are doing and why, as well as to be open to working on topics one never considered before. It also opens the surface to the rest of the world.
Unusually for a research group based in a philosophy department, FHI members found themselves giving tech support to the pharmacology department; participating in demography workshops, insurance conferences, VC investor events, geopolitics gatherings, hosting artists and civil servant delegations studying how to set up high-performing research institutions in their own home country, etc. - often with interesting results.
It is not enough to have great operations people; they need to understand what the overall aim is even as the mission grows more complex. We were lucky to have had many amazing and mission-oriented people make the Institute function. Often there was an overlap between being operations and a researcher: most of the really successful ops people participated in our discussions and paper-writing. Try to hire people who are curious.
Where we failed
Any organization embedded in a larger organization or community needs to invest to a certain degree in establishing the right kind of...