Thoughts on designing policies for oneself
Note: This was originally written in relation to this rather scary comment of lukeprog's on value drift. I'm now less certain that operant conditioning is a significant cause of value drift (leaning towards near/far type explanations), but I decided to share my thoughts on the topic of policy design anyway. Several years ago, I had a reddit problem. I'd check reddit instead of working on important stuff. The more I browsed the site, the shorter my attention span got. The shorter my attention span got, the harder it was for me to find things that were enjoyable to read. Instead of being rejuvenating, I found reddit to be addictive, unsatisfying, and frustrating. Every time I thought to myself that I really should stop, there was always just one more thing to click on. So I installed LeechBlock and blocked reddit at all hours. That worked really well... for a while. Occasionally I wanted to dig up something I remembered seeing on reddit. (This wasn't always bad--in some cases I was looking up something related to stuff I was working on.) I tried a few different policies for dealing with this. All of them basically amounted to inconveniencing myself in some way or another whenever I wanted to dig something up. After a few weeks, I no longer felt the urge to check reddit compulsively. And after a few months, I hardly even remembered what it was like to be an addict. However, my inconvenience barriers were still present, and they were, well, inconvenient. It really was pretty annoying to make an entry in my notebook describing what I was visiting for and start up a different browser just to check something. I figured I could always turn LeechBlock on again if necessary, so I removed my self-imposed barriers. And slid back in to addiction. After a while, I got sick of being addicted again and decided to do something about it (again). Interestingly, I forgot my earlier thought that I could just turn LeechBlock
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... (read more)Power makes you dumb, stay humble.
Tell everyone in the organization that safety is their responsibility, everyone's views are important.
Try to be accessible and not intimidating, admit that you make mistakes.
Schedule regular chats with underlings so they don't have to take initiative to flag potential problems. (If you think such chats aren't a good use of your time, another idea is to contract someone outside of the organization to do periodic informal safety chats. Chapter 9 is about how organizational outsiders are uniquely well-positioned to spot safety problems. Among other things, it seems workers are sometimes more willing to share concerns frankly with an outsider than they are with their