I'm 90% sure that the issue here was an inexperienced board with Chief Scientist that didn't understand the human dimension of leadership.
Most independent board members usually have a lot of management experience and so understand that their power on paper is less than their actual power. They don't have day-to-day factual knowledge about the business of the company and don't have a good grasp of relationships between employees. So, they normally look to management to tell them what to do.
Here, two of the board members lacked the organizational experience to know that this was the case. Since any normal board would have tried to take the temperature of the employees before removing the CEO. I think this shows that creating a board for OAI to oversee the development of AGI is an incredibly hard task because they need to both understand AGI and understand the organizational level.
I'm 90% sure that the issue here was an inexperienced board with Chief Scientist that didn't understand the human dimension of leadership.
Most independent board members usually have a lot of management experience and so understand that their power on paper is less than their actual power. They don't have day-to-day factual knowledge about the business of the company and don't have a good grasp of relationships between employees. So, they normally look to management to tell them what to do.
Here, two of the board members lacked the organizational experience to know that this was the case. Since any normal board would have tried to take the temperature of the employees before removing the CEO. I think this shows that creating a board for OAI to oversee the development of AGI is an incredibly hard task because they need to both understand AGI and understand the organizational level.