Cocktail party ideas

These problems get compounded when working in teams. When we hear a problem, we each individually jump to a fast solution. When we disagree, we engage in fruitless opinion battles. These opinion battles encourage us to fall back on our organizational roles and claim decision authority (e.g., the product manager has the final say), instead of collab

One interesting idea is how the decisions or actions you make are either dependent or independent of experience. For example, some things that are highly complex require zero experience to come to a conclusion on or do. Inversely, some things might be incredibly simple but require significant experience.

I suspect that, in general, if two rationalists set out to resolve a disagreement that persisted past the first exchange, they should expect to find that the true sources of the disagreement are either hard to communicate, or hard to expose. E.g.: Uncommon, but well-supported, scientific knowledge or math; Long inferential distances; Hard-to-verbal

I think the real problem we faced was a general one that I have learned with experience. Interdisciplinary meetings, especially those with high-level agendas (reduce poverty, solve climate change) tend to be disappointing, even when the attendees are luminaries, because academics don’t like to talk about research in the abstract—they want to see ac