I don't know what these sentences mean.

• People are more rational in different domains, environments, and so on.
• The people at SI may have poor instrumental rationality while being adept at epistemic rationality.
• Being rational doesn't necessarily mean being successful.

I accept all those points, and yet I still see the Singularity Institute having made the improvements that you've made since being hired before you were hired if they have superior general rationality. That is, you wouldn't have that list of relatively trivial things to brag about because someone else would have recognized the items on that list as important and got them done somehow (ignore any negative connotations--they're not intended).

For instance, I don't see a varied group of people with superior general rationality not discovering or just not outsourcing work they don't have a comparative advantage in (i.e., what you've done). That doesn't look like just a failure in instrumental rationality, or just rationality operating on a different kind of utility function, or just a lack of domain specific knowledge.

The excuses available to a person acting in a way that's non-traditionally rational are less convincing when you apply them to a group.

Actually, salary increases help with opportunity cost. At very low salaries, SI staff ends up spending lots of time and energy on general life cost-saving measures that distract us from working on x-risk reduction. And our salaries are generally still pretty low. I have less than $6k in my bank accounts.

No, I get that. But that still doesn't explain away the higher salaries like EY's 80k/year and its past upwards trend. I mean, these higher paid people are the most committed to the cause, right? I don't see those people taking a higher salary when they could use that money for more outsourcing, or another employee, or better employees, if they want to literally save humanity while being superior in general rationality. It's like a homeless person desperately in want of shelter trying save enough for an apartment and yet buying meals at some restaurant.

Outsourcing most tasks to remote collaborators also helps a lot with opportunity cost.

That's the point I was making, why wasn't that done earlier? How did these people apparently miss out on opportunity cost? (And I'm just using outsourcing as an example because it was one of the most glaring changes you made that I think should have probably been made much earlier.)