Update on establishment of Cambridge’s Centre for Study of Existential Risk
Maximizing Your Donations via a Job
In November of 2012 I set a goal for myself: find the most x-risk reducing role I can fill. At first I thought it would be by working directly with MIRI, but after a while it became clear that I could contribute more by simply donating. So my goal became: find the highest paying job, so I can donate lots of money to CFAR and MIRI.
A little bit of background on me. Started programming in 2000. Graduated in 2009 with Bachelor's in computer science. Worked for about a year and a half at a game company. Then did my own game startup for about a year. Then moved to the bay area and joined a game startup here, which was acquired 10 months later. Worked a bit at the new company and then left. So, just under four years of professional programming experience, but primarily in the game industry. Almost no leadership / managerial experience, aside from the startup I did where I hired freelancers.
Below is my experience of finding a software engineering job in the Silicon Valley. If you are not an engineer or not in the Silicon Valley, I think you'll still find a lot of useful information here.
Pre-game
Before sending out my resume, I spent about a month preparing. I read Intro to Algorithms, which was very good overall, but not a huge help in preparing for interviews.[1] I read Cracking the Coding Interview, which was extremely helpful. (If you read only one book to prepare, make it this one.) The book has a lot of questions that are similar to the ones you'll actually see during interviews. I also did TopCoder problems, which were pretty helpful as well.[2] Looking back, I wish I spent more time finding actual interview questions online and doing more of those (that's why CCI book was so helpful).
After several weeks of preparation, I compiled a long list of companies I was going to apply to. I checked on GlassDoor to see what kind of salary I could expect at each one. I then rated all the companies. Companies with low salaries and poor personal fit received the lowest rating.
I started by applying to companies with the lowest ratings. This way I could use them as practice for the companies I thought would actually make a competitive offer. This was the right move and worked very well. (Another friend of mine did the same approach with good results as well.) Remember, you are not just doing those interviews to practice the coding problems, you are practicing pitching yourself as well.
Interviewing with a company
Standard procedure for applying to a tech company:
1. Send them your resume.
- Proofread your resume. Let your friends proofread it.
- Make sure there are only relevant things on it. When I applied to tech companies, I removed a lot of game-specific things from my resume. When I applied to companies that did 3D graphics, I made sure I had all my 3D graphics experience listed. I ended up with two version of my resume.
- Have your resume in DOC, PDF, and TXT formats. This way you'll always have the right one when you upload / paste it.
- For a few companies, I had a friend or friend of a friend who referred me. This REALLY HELPS in two ways: 1) your resume will be processed a lot faster, 2) if your friend is a great engineer/employee, you'll be taken a lot more seriously, and the company will fight for you a lot harder.
2. You'll get an email from the recruiter and setup a time to speak, where you'll talk about yourself, what you've done, why you are interested in their company, and so on. You can and should ask them questions as well.
- When you start getting multiple calls each day, make sure you know who is calling. There is nothing worse than talking about the challenges of streaming music to a car sharing startup. (True story.)
- Read about the company on Wikipedia before the call. Know the basic stuff. Look at their website and read the About page.
- Find the thing that makes the company special and successful. Find the thing that you actually think is cool about the company. Those are your answers for why you want to work there.
- Ask non-technical questions: How is the company structured? How many teams are there? How many employees? Engineers? Think of other intelligent questions to ask.
- In my experience, it's not very beneficial to tell them you are interviewing with a dozen other companies. When they ask who else you are interviewing with, just name a few companies, especially the competitors / similar companies.
- Be SUPER NICE to your recruiter. They are your main point of contact with the company. They'll be the one fighting to get you the best offer.
3. You'll have a technical phone interview with a software engineer where you'll solve a problem or two on collabedit or some similar website. At the end, you'll get a few minutes to ask them questions too.
- All the usual interviewing tips apply here. E.g. talk out loud, your interviewer doesn't know what you are thinking.
- Most companies don't care what language you use, as long as it's mainstream. (I used C# for almost all my coding questions.)
- DO NOT start answering the question by writing code. If the questions seems vague, ask about the context. Who'll be using this solution? Definitely ask about the kind of data you are working with. If it's integers, are they random? Over some small range or over all possible integers?
- List out metrics for various approaches: brute-force solution, optimized for speed solution, optimized for memory solution. Here is a question I saw a few times: Write a data structure which can accept and store integers, and can check if there exist two integers that sum up to a given number. There are multiple solutions, and the best one depends on the ratio of addInteger to checkForSum calls.
- The previous steps should only take you a minute or two. Once you've decided what the best approach is, then you can write the solution. When you are done, check for errors, then run through several examples. Do a simple example and a slightly complicated example. When you find a bug, don't be hasty in fixing it. Understand why it happened and make sure you won't introduce new bugs by fixing it.
- If everything works, make sure you handle errors correctly. Can you handle invalid input? Input that violates your assumptions? (As a reminder, I leave “\\Check for errors” comments in appropriate spots as I code the solution.)
- When you are done, ask the interviewer questions. Ask them to tell you about what they do, if they haven't already. What have they been working on recently? What technologies/languages do they use at the company? Do they use Scrum/Agile? Pair-programming? Come up with other intelligent questions to ask.
4. You'll be invited for an on-site interview which will be 3-6 hours long, at least half of which will be coding on a white-board. (Although, a friend told me he brought his laptop with him, and most people were fine with him coding on it.)
- All the previous tips apply.
- Be on time. Take bathroom breaks when you need them. I found that drinking water during the interview keeps me refreshed. Remember your posture, body-language, and eye-contact skills.
- Learn how to talk out loud as you are writing out your solution. If you are stuck, explain what you are thinking, and what your intuition is telling you.
- Learn how to read your interviewers. If you say, "Here we should check for the null case or for empty array," and they go "Yeah, yeah, okay," they are not the type of interviewer that really cares about error conditions, so you can be somewhat more lax there. By the time I was finishing my on-site interviews, I could tell if my solution was right just by the interviewer's body language.
- When you are done, ask them questions. What are they working on? What's the thing they like most about the company? What's their least favorite thing about the company? (Another way to phrase that: What's one thing you would change if you could change anything about the company?) Do they have to work overtime? How are the people here? Can you switch between projects? Are there company wide events? In all my interviews I've never met an interviewer that didn't try to sell their company really hard. People will always tell you their company is the best place to work.
- If the person is a manager or a director, ask them higher level questions. What kind of culture are they trying to create? What are the current big challenges? Where do they want the company to be in the next 5 years? How does one advance in the company? (Usually there is a managerial and a technical track.) How often are reviews done? How are they structured?
5. You'll get a call from the recruiter congratulating you on an offer. They'll go over the offer details with you.
- Before they make you an offer, they'll check if you are actually seriously considering their company. If you told a startup you are also interviewing with Google, they might suspect that you are not seriously considering them. Unless you dissuade those fears, they might actually not even make you an offer. (Happened to me with Rdio.)
- If you didn't get an offer, try to get as much info as you can. What happened? What can you improve on? Below are the reasons why I didn't get an offer after an on-site interview:
- Not doing well on a technical question. (Happened twice; one time because of a very obnoxious interviewer.)
- Not interviewing for quite the right position (that on-site interview ended early).
- Not having the necessary experience (a lot more important to startups than bigger companies).
- Not being passionate enough about the company.
- If this is not a good timing for the offer, e.g. it's one of your first interviews, then tell them so. They will probably wait to give you the offer details until you are ready to consider it.
- The recruiter will likely ask what's important to you in an offer. How are you going to make your decision? What I've said is that compensation will be an important factor in my decision, but that the team/project/etc. are important considerations as well.
6. You have a few days (usually around 5 business days) until the offer expires to decide if you want to accept it.
- Sometimes the offer will expire before you've received offers from other companies. This is why it's important to interview in rough order of ranking, so that you can just let those offers go, knowing you'll have much better ones soon. If you want to hold on to the offer, just ask your recruiter for an extension. It'll be much easier to get an extension at big companies, especially if you are interviewing for a generic position.
- If you decline the offer, let them know.
Always be very nice, friendly, and polite. Walk the fine line between telling the truth and saying the right thing. Ideally, make sure those are the same. Even if you are interviewing with a company you have no intention of working at, make sure to find something you really like about them, something that makes them stand out to you. Always have a good answer to: "Why do you want to work here?"
Before each on-site interview make sure you research the company thoroughly. Use their product. Think of ways to improve it. It's very helpful if you can meet with someone that works there and talk to them. See if they can give you any tips on the interview process. Some companies (e.g. AirBnB) want people that are extremely passionate about their product. Some companies focus more than usual on architectural questions. Many companies expect the engineers to have some familiarity with UI/UX and the ability to think about a feature from all angles.
Managing your time
I sent my resume to 78 companies, had at least a phone conversation with a recruiter with 27 of them, had an on-site interview with 16 companies, and received 12 offers. Out of those, I've only seriously considered 3. (Companies with lower ratings had an atrocious response rate.)
My time-line ended up looking something like this:
- Week 1: Started applying to low-rated companies. About 2 phone interviews.
- Week 2: About 7 phone interviews. One on-site interview. Sending out more resumes.
- Week 3: About 3 phone interviews.
- Week 4: About 15 phone interviews. A few meetings with friends of friends, who ended up referring me. 1 on-site interview. Sent my resume to all the high-rated companies. (During this week interviewing became a full-time job.)
- Week 5: About 10 phone interviews. 4 on-site interviews.
- Week 6: 8 phone interviews. 4 on-site interviews.
- Week 7: 4 phone calls. 5 on-site interviews.
- Week 8: 12 phone calls. 2 on-site interviews.
- Week 9: About 8 calls a day for a few days, while I negotiated with my top companies.
- (These are strictly lower bounds for phone calls. On-site data is pretty accurate.)
Some companies move fast, some companies move slow. Google took 2 weeks from the on-site interview to the offer call. This is very common for them, but most other companies move faster. With Amazon, I actually interviewed with two different branches. With one branch things were going well, until they dropped the ball and never got back to me, even after I pestered them. This is unusual; although, Twitter did something similar, but then ended up responding with an on-site invitation. With the other Amazon branch, when I got home from the on-site interview, I already had an email saying they were going to make an offer. This is extremely fast. (I had a very good reference for that position.) Most companies take about a week between on-site and offer. The whole process, from first call to offer, takes about three weeks.
If your recruiter doesn't respond to you during 4 days or longer, shoot them an email. They might have forgotten to respond, or thought they did, or may be things are moving slowly, or may be they decided not to pursue. You want to be clear on where you stand with all the companies you are applying to.
The timing is pretty important here. You want your top-rated companies to give you an offer within a span of a week. This way you'll be able to leverage all those offers against each other.
If your current job position is already almost optimal for your goals, then it's possible you can do a few interviews, get a few offers and pick the best one, which will give you some marginal improvement. Or use those offers to leverage a raise at your existing company. But if you are pretty sure your current job has not been optimized for your goal, then I'd say, contrary to popular wisdom, just leave and spend a full month interviewing. (Or, even better, if you can, take a long "vacation".) You just can't do this kind of intense interviewing while holding another job. The one exception to this rule I can think of is if one of your highest-rated companies is a competitor with your current employer. Then you can leverage that!
Value of information is extremely high during this process. Talk to all the companies you can, talk to all the people you can. Once you have the final list of companies you are considering, reduce your uncertainty on everything. Validate all your assumptions. (Example: I was sure Google matched donations up to $12k, but turns out it's only up to $6k.)
How to evaluate your offer
There are 4 basic components in an offer: sign-on bonus, base salary, equity, and bonus.
Sign-on bonus. Most companies will be okay offering something like $12k sign-on bonus. Some will offer more. Most startups probably won't offer any.
Base salary. This is pretty consistent across most companies. Based on your experience, you'll be given a title (e.g. Senior Software Engineer or SE 2), and that title will determine the range of the salary you can expect. If you are good, you can demand a salary at the top of that range, but it's extremely hard to go higher.
Equity. This is the most interesting part. A good amount of value will come from this portion. With a startup, it'll be most of it. Here are two things to pay attention to:
- Is the company public or private? If it's public, you are most likely going to be given RSUs (restricted stock units), which will basically convert to normal company shares when they vest. For private companies, see the section below.
- What's the vesting schedule? For almost all companies you'll get 25% of your shares right after your first year. (This is called a 'cliff'.) After that you'll be given the appropriate fraction either monthly (e.g. at Google) or quarterly (e.g. at Facebook). Amazon is an example of a company where the vesting schedule is somewhat different: 5% after year 1, 15% after year 2, and then 20% each semester for the next two years.
Bonus. This is the bonus system the company has setup. You can't negotiate it, but it's important to take it into account.
- There will usually be a cash bonus that's based on your salary. It'll have a target percent (e.g. 15%). If you can find out how many people hit their target, that will be very helpful. However, most companies don't share or simply don't have that information.
- Some companies also have equity bonuses. Try to get as much info on those as you can. Don't assume that you'll get the maximum bonus even if you work hard. If you have friends working at that company, ask them what kind of bonuses they've been getting.
- Lots of startups don't have bonus systems in place.
Other factors.
- Donation matching: Google matches up to $6k (you donate $6k to any charity, they'll donate another $6k). Craigslist matches 3:1 up to 10% of your salary. Most companies don't have anything like that, and you can't negotiate it.
- Paid Time Off: Google offers 2 weeks, all other companies I was considering offer 3 weeks, and some even have unlimited PTO. This is not negotiable in most companies.
- Commute: how far will you have to travel to work? Are you okay moving closer to work? (Google and Facebook have shuttles that can pick you up almost anywhere, so you could work while you commute.)
- People/culture/community/team/project are all important factors as well, depending on what you want. If you are going to spend the next several years working on something, you should be building up skills that will still be valuable in the future.
Thinking about private companies
If the company is private, you might be given RSUs or you might be given stock options. With stock options, you'll have to pay the strike price to exercise your options. So the total value your options have is: (price of a share - strike price) * number of shares.
You can't do anything with your shares until the company gets acquired or goes public. Some companies have liquidation events, but those are pretty rare. Most companies don't have them, and the ones that do only extend the opportunity to people that have been with the company for a while. There are also second-hand markets, but I don't know much about those.
If you are completely risk-intolerant, then just go with a public company, and don't consider private companies. (This is actually not exactly true. Just because a company is public, doesn't mean its risk-free, and just because a company is private doesn't mean there is a lot of risk. There are other important factors like the size of the company, their market diversity, and how long they've been around.) If you are okay with some risk, then you want a company that's close to an IPO or is likely to get acquired soon. If you want to have a chance to make more than a few million dollars, either start your own company or join a very early stage startup (my top pick would be Ripple). Before doing so, check out the stats on startups to make sure you understand how likely any given startup is to fail and make sure you understand the concepts of inside/outside view.
Taxes
It's crucial to understand all the tax implications of your salary, equity, and donations. I'm not going to go into all the details, there are a lot of resources out there for this, but you should definitely read them until it's crystal clear how you will be taxed. I'll highlight a few points:
- Understand the tax rate schedule and notice the new 39.6% tax bracket. If your income is $100k, that doesn't mean you get taxed 28% on all of it. 28% applies only to the income portion above $87,850. Also note that this is only the federal tax. Your state will have additional taxes as well. Aside from those percentages, there are a few other flat taxes, but they are considerably smaller in magnitude.
- The money you donate to a nonprofit (aka. 501(c)(3)) organization can be subtracted from your taxable income. This means that you will most likely get a refund when you file your taxes. Why? Because when you fill out your W4 form, you'll basically tell your employer how much money to withhold from your paycheck for tax purposes. If you don't account for your future donations, more money will be withheld than is appropriate and the discrepancy will be paid back to you after you file your taxes. Ideally, you want to take your donations into account and fill out the W4 form such that there are no discrepancies. That means you'll get your money now rather than later. (I haven't gone through this process myself, so there is some uncertainty here.)
- You can claim tax deduction for up to 50% of your wages. That means if you make a lot of money in one year, even if you donate most of it, you'll be able to reduce your taxable income by a maximum of 50%. The rest goes over to the next year.
- When RSUs vest, their value is treated as ordinary income for tax purposes. When you sell them, the difference is taxed as a capital gain (or loss).
- Stock options have a more complicated set of tax rules, and you should understand them if you are considering a company that offers them.
- You can't have your employer donate money or stock for you to bypass the taxes. I've asked.
Calculating donations
To calculate exactly how much I could donate if I worked at a given company, I've created this spreadsheet. (This is an example with completely fictitious company offers with very low numbers, but the calculations should be correct.) Let me walk you through the spreadsheet.
Time discounting (Cell B1)
Money now is more valuable than money later. By how much? That's a very complicated question. If you invest your money now, you might be able to make something like 10% annually with some risk.[3] If you are donating to a charity, and they are growing very rapidly, then they can do a lot with your money right now, and you should account for that as well. If you expect the charity to double in size/effectiveness/output in the next year, then you might use a discount rate as high as 50%. I chose to use 20% annual discount rate based on my own estimates. Since I'm doing monthly compounding, the spreadsheet value is slightly higher (~22%). You can look at the column K to see how the future value of a dollar is being discounted. Note, for example, that a dollar in 12 months is worth 80¢ to me now. This discounting rate is especially important to keep in mind when examining startups, because almost all their compensation lies in the future. The further away it is, the more heavily you have to discount it.
Cost of living (Cell B2)
This is how much pre-tax money a year I'm not going to donate. See column L for the monthly expenses. We time-discount those dollars as well.
Offers (Cells A4-I15)
This is where you plug-in the offers you get. Bonus row is for cash bonus. Equity row is for the total equity the company offers you. I use the dollar amount, but you'll notice that for some of them I'm computing the dollar amount as: RSUs the company is giving me * current share price. For private companies, this is value I expect my equity to have when the company goes public. For Square it looks like: (percent of the company I'll own) * (my guess at valuation of the company at IPO) - (cost to exercise my options). For Twitter it looks like: (growth factor up to IPO) * (current price per share) * (RSUs I am granted). (Again, the numbers are completely made up.) In my calculations I'm not expecting public companies' share price to rise or fall. If you disagree, you should adjust for that as well.
Monthly projections (Cells A18-I66)
We are going to look at how much money we'll be making per month for the next four years. (Four years because our equity should be fully vested by that time.) If you are certain that you will stay at the company for less time than that, then you should consider a shorter timeline. This might affect companies differently. For example, most of the equity you get at Amazon comes during the last two years. If you are not going to be there, you are missing out on a big part of your offer.
For companies that I was seriously considering, I created two columns: one for cash wages and one for equity wages. This way I can do taxes on them more precisely.
Let's go through the Google's offer:
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For the first year we'll be only making our standard salary.
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After the first year, we get our cash bonus (green font). Here we are assuming it'll be 15% of our salary. We also get 25% of our RSUs vested (salmon background).
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For the remainder of the second year, we are making our normal salary. Each month we also get 1/48th of our original equity offer.
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Google also has an equity bonus system, where each year you can get a bonus of up to 50% of your original equity offer. This bonus will be paid in RSUs, and it vests over 4 years, but with no cliff. So we count that as well, but I'm assuming I'm only going to get 15%, not the full 50%.
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In year 3 everything is basically the same, except now we got our second equity bonus, so we have two of them running simultaneously.
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In year 4, we have three of them running simultaneously.
For pre-IPO companies, I've estimated when they'll go IPO. Most have clauses in place that don't allow you to sell your shares until after half a year or so after the IPO. I'm assuming I will sell/donate all my shares then, and then continue selling/donating them as they continue vesting.
Sum (Cells A68-I71)
In row 68 we have the total sum. This is the amount of pre-tax dollars we expect to earn in the next four years (remember that this amount has been adjusted for time-discounting, so it'll seem much lower than you'd normally expect). L68 is how much money we are spending on ourselves during those four years.
In row 69 we subtract our living expenses to get the amount of money we'll be able to donate. Note that I'm subtracting it from the cash column, leaving the equity column alone (for the companies where I split the two).
In row 70 we account for taxes. Note that our living expenses already accounted for the taxes we pay up to $65k, so the rest of it will be taxed at around 28% or higher. You could sell your shares, or you could just donate your shares directly to your charity. (That's what we are doing with our Google offer.)
In row 71 we simply sum up the donations from cash and equity.
Disclaimer 1: while I tried as hard as I could to double check this spreadsheet, there might still be mistakes there, so use it with caution and triple check everything. The tax calculations as they are right now are wrong, and you'll have to redo them (basically the whole Row 70) based on your own numbers.
Disclaimer 2: this spreadsheet is not great for evaluating an offer from a startup, since it doesn't capture the associated uncertainty and risk. Furthermore, if you expect the startup to succeed after more than 4 years, to correctly compare it to other companies you'll have to compute more than 48 months and potentially start accounting for things like promotions and raises.
Picking the one
All right, so how do you actually pick the best company? It's not as simple as picking the one with the highest EV, since you have to account for risk involved with startups and even pre-IPO companies. In fact, you should be surprised if your offers from public companies have a higher EV than offers from startups. If that's the case, I'd double check your calculations.
This is where it becomes extremely crucial to narrow down your uncertainty. When is the company going to IPO? What is the likely valuation? Does the company have a lot of competitors? Does the company have the necessary talent to execute on their plan? What's the company's history? What is the employee churn rate (especially for executives)? How well is the company doing financially? Who are the investors? Etc, etc, etc... There is a ton of questions you should be asking, and you should be asking them to everyone whose opinion on this issue you can respect. Honest opinion from an informed and knowledgeable neutral party is worth a LOT here!
You should also talk to the people at the company. Your recruiter will connect you to the right people if you ask. Keep in mind that nobody there will tell you that the company is going to go bankrupt or fail. But you can still get some valuable estimates, and then potentially discount them down a bit. You can even ask for their opinion on other companies you are interviewing with. Expect them to completely throw the other company under the bus though, but even so, you could get a lot of valuable criticism and bring it up when you talk to that other company. Overall, expect a lot of conflicting messages.
Keep in mind the charities you'll be donating to. What kind of donors do they have already? Are most people donating a bit from their salary? In that case, a more risky venture might be reasonable. Can they really use some money right now, or would they be a lot more effective later on with a large capital? What's their time discount rate? If you care about your charity, you can help them diversify their donor pool.
For me, it was a hard choice between big public companies (primary candidate: Google) and close to IPO companies (primary candidates: Twitter and Square).
Negotiating
You have to negotiate your offer. You have to have to have to HAVE TO. For any given company, you'll be able to get them to up their offer at least once and potentially thrice. Example: Google upped my offer three times.
- Some companies will tell you their offer is not negotiable. That's not true.
- It's much easier to leverage similar companies against each other. Leverage big public companies against each other; leverage pre-IPO companies against each other; etc... Leveraging between those categories is a bit more difficult, because startups know they can't compete with the raw cash value you are offered at bigger companies. The only thing they can do is up their equity offer and hope that they are a much better personal fit for you than the large companies.
- Recruiters will ask you very directly what the other companies are offering you. You can choose to disclose or not to disclose. If you don't disclose, the company will come back to you with their standard offer. That offer might be higher or lower than you expected. (Example: The first offer I got from Google was significantly worse than initial offers I got from Facebook and Amazon.) If you tell them what offers you have (and you should only disclose details of your very best offers), then they'll very likely match or come in a bit stronger. Usually you don't have much to gain by disclosing your other offers upfront. You can always do so later. However, you should let your recruiters know that other companies did make an offer, or you are expecting them to. That gives you more leveraging power.
- Sign-on bonus is very easy to negotiate. You can easily convince a company to match a sign-on bonus their competitor has offered.
- Negotiating salary is much harder, but, again, usually you can convince a company to match a salary their competitor has offered or at least come closer to it. If you are interviewing with startups, their salary offer will usually be lower than at bigger companies and even harder to negotiate. ("Cash is king" is the common phrase used there.)
First negotiating phase: simply email / call back your recruiter (who is now your best friend, right?) and tell them that the offer is somewhat lower than you expected, you have other better offers from other companies, and you are wondering if they can increase their offer. If the company made you a clearly worse offer than another similar company, you should be very open about it.
Second negotiating phase: matching other companies. This is when it makes the most sense to disclose your other offers. For example, I used my Amazon and Facebook offers to convince Google to up their offer significantly. For some reason their original offer was very low, but seeing their competitors with much better offers convinced them to update pretty quickly. You can also bring up the perks one company has that the other doesn't (e.g. donation matching or unlimited PTO). The company can make up for that with salary/equity. There is some difficulty in using offers from private companies as leverage, because there is not much information you can disclose about them. You can talk about the number of shares you'll have, but it might not mean anything to the other recruiters if they are not familiar with the startup.
Third negotiating phase: once you picked the company you'll work for, go back to them and say something along the lines of "I really like the offer and the company, but there are a few things that don't make it ideal for me. One of your competitors did this, and another company has that. Right now I'm inclined to go with your competitor, but it's a tough decision, and I would rather go with you. I think if you can make me an offer with the following parameters, it'll make my decision extremely easy, and I'll sign on the spot." Include offer letters from other companies, especially the ones that have them beat or beat on some parameters. Notice the key promise at the end: you will sign with them. Your recruiter will have a lot more leverage in fighting for you if you make that promise. You are not legally obligated to follow through with your promise, but I wouldn't advise breaking it or using it just to extract more value to use as leverage against other companies. Use this tactic at the very end to extract that last bit of value from the company that's already the best. This is what I did with Google. I asked for about 3% higher salary and 12% more equity than what they were offering, and they came back with the exact numbers I requested, which means I should have asked for more. My advice would be to ask for about twice or may be even three times as much (6% and 30% respectively). Even if they come back with a compromise, it'll very likely be more than 3% and 12% increase. If not, you can try to barter one more time.
I'm sure some people will cringe at this kind of haggling, but, in all honesty, this is what recruiters expect, and they are very much used to it. Nobody even blinked an eye when I started negotiating, even on second and third rounds. However, some recruiters might try to make you feel guilty. They'll say that if you really want to work at their startup, then you shouldn't really care about your compensation. Most points they'll make will even be valid, but if you are trying to optimize for donations, then you have to make the compensation the most important factor in your decision. I've actually told most of my recruiters that I plan to donate most of my salary to charities. I don't think that got me higher offers, but it made me come off less like a greedy jerk.
At the end of the day, the company wants you, but they want to pay you as little as possible. But, given the choice of having you and paying you the most you deserve VS. not having you, all companies will pick the first option. ALL OF THEM. This is one of the best perks of being a talented software engineer in the bay area.
Once you accept the offer, don't forget to email everyone else and let them know. Thank everyone that helped you. Some recruiters will be surprised by your decision, and some will even fight really hard to get you to reconsider.
[1] None of the interviews required a data structure more complicated than a heap. All the answers had a very easy to compute complexity, either polynomial, polynomial * logarithmic, or factorial. The most weird one was probably O(√n) for computing prime numbers.
[2] Some problems I did during actual single-round match-up (SRM) competitions, which is good for training yourself how to code and think faster than you are used to. I also did a lot of old SRM problems, which have solutions and explanations posted in case I couldn't get them. I could easily do problem 1 & 2 in the easy division, and could do problem 3 most of the time. I didn't really bother with the hard division, and none of the interview questions were ever as hard as problem 3 in the easy division.
[3] According to the comments, this number is too high. Pick your own best estimate.
Don't Build Fallout Shelters
Related: Circular Altruism
One thing that many people misunderstand is the concept of personal versus societal safety. These concepts are often conflated despite the appropriate mindsets being quite different.
Simply put, personal safety is personal.
In other words, the appropriate actions to take for personal safety are whichever actions reduce your chance of being injured or killed within reasonable cost boundaries. These actions are largely based on situational factors because the elements of risk that two given people experience may be wildly disparate.
For instance, if you are currently a young computer programmer living in a typical American city, you may want to look at eating better, driving your car less often, and giving up unhealthy habits like smoking. However, if you are currently an infantryman about to deploy to Afghanistan, you may want to look at improving your reaction time, training your situational awareness, and practicing rifle shooting under stressful conditions.
One common mistake is to attempt to preserve personal safety for extreme circumstances such as nuclear wars. Some individuals invest sizeable amounts of money into fallout shelters, years worth of emergency supplies, etc.
While it is certainly true that a nuclear war would kill or severely disrupt you if it occurred, this is not necessarily a fully convincing argument in favor of building a fallout shelter. One has to consider the cost of building a fallout shelter, the chance that your fallout shelter will actually save you in the event of a nuclear war, and the odds of a nuclear war actually occurring.
Further, one must consider the quality of life reduction that one would likely experience in a post-nuclear war world. It's also important to remember that, in the long run, your survival is contingent on access to medicine and scientific progress. Future medical advances may even extend your lifespan very dramatically, and potentially provide very large amounts of utility. Unfortunately, full-scale nuclear war is very likely to impair medicine and science for quite some time, perhaps permanently.
Thus even if your fallout shelter succeeds, you will likely live a shorter and less pleasant life than you would otherwise. In the end, building a fallout shelter looks like an unwise investment unless you are extremely confident that a nuclear war will occur shortly-- and if you are, I want to see your data!
When taking personal precautionary measures, worrying about such catastrophes is generally silly, especially given the risks we all take on a regular basis-- risks that, in most cases, are much easier to avoid than nuclear wars. Societal disasters are generally extremely expensive for the individual to protect against, and carry a large amount of disutility even if protections succeed.
To make matters worse, if there's a nuclear war tomorrow and your house is hit directly, you'll be just as dead as if you fall off your bike and break your neck. Dying in a more dramatic fashion does not, generally speaking, produce more disutility than dying in a mundane fashion does. In other words, when optimizing for personal safety, focus on accidents, not nuclear wars; buy a bike helmet, not a fallout shelter.
The flip side to this, of course, is that if there is a full-scale nuclear war, hundreds of millions-- if not billions-- of people will die and society will be permanently disrupted. If you die in a bike accident tomorrow, perhaps a half dozen people will be killed at most. So when we focus on non-selfish actions, the big picture is far, far, far more important. If you can reduce the odds of a nuclear war by one one-thousandth of one percent, more lives will be saved on average than if you can prevent hundreds of fatal accidents.
When optimizing for overall safety, focus on the biggest possible threats that you can have an impact on. In other words, when dealing with societal-level risks, your projected impact will be much higher if you try to focus on protecting society instead of protecting yourself.
In the end, building fallout shelters is probably silly, but attempting to reduce the risk of nuclear war sure as hell isn't. And if you do end up worrying about whether a nuclear war is about to happen, remember that if you can reduce the risk of said war-- which might be as easy as making a movie-- your actions will have a much, much greater overall impact than building a shelter ever could.
New censorship: against hypothetical violence against identifiable people
New proposed censorship policy:
Any post or comment which advocates or 'asks about' violence against sufficiently identifiable real people or groups (as opposed to aliens or hypothetical people on trolley tracks) may be deleted, along with replies that also contain the info necessary to visualize violence against real people.
Reason: Talking about such violence makes that violence more probable, and makes LW look bad; and numerous message boards across the Earth censor discussion of various subtypes of proposed criminal activity without anything bad happening to them.
More generally: Posts or comments advocating or 'asking about' violation of laws that are actually enforced against middle-class people (e.g., kidnapping, not anti-marijuana laws) may at the admins' option be censored on the grounds that it makes LW look bad and that anyone talking about a proposed crime on the Internet fails forever as a criminal (i.e., even if a proposed conspiratorial crime were in fact good, there would still be net negative expected utility from talking about it on the Internet; if it's a bad idea, promoting it conceptually by discussing it is also a bad idea; therefore and in full generality this is a low-value form of discussion).
This is not a poll, but I am asking in advance if anyone has non-obvious consequences they want to point out or policy considerations they would like to raise. In other words, the form of this discussion is not 'Do you like this?' - you probably have a different cost function from people who are held responsible for how LW looks as a whole - but rather, 'Are there any predictable consequences we didn't think of that you would like to point out, and possibly bet on with us if there's a good way to settle the bet?'
Yes, a post of this type was just recently made. I will not link to it, since this censorship policy implies that it will shortly be deleted, and reproducing the info necessary to say who was hypothetically targeted and why would be against the policy.
UFAI cannot be the Great Filter
[Summary: The fact we do not observe (and have not been wiped out by) an UFAI suggests the main component of the 'great filter' cannot be civilizations like ours being wiped out by UFAI. Gentle introduction (assuming no knowledge) and links to much better discussion below.]
Introduction
The Great Filter is the idea that although there is lots of matter, we observe no "expanding, lasting life", like space-faring intelligences. So there is some filter through which almost all matter gets stuck before becoming expanding, lasting life. One question for those interested in the future of humankind is whether we have already 'passed' the bulk of the filter, or does it still lie ahead? For example, is it very unlikely matter will be able to form self-replicating units, but once it clears that hurdle becoming intelligent and going across the stars is highly likely; or is it getting to a humankind level of development is not that unlikely, but very few of those civilizations progress to expanding across the stars. If the latter, that motivates a concern for working out what the forthcoming filter(s) are, and trying to get past them.
One concern is that advancing technology gives the possibility of civilizations wiping themselves out, and it is this that is the main component of the Great Filter - one we are going to be approaching soon. There are several candidates for which technology will be an existential threat (nanotechnology/'Grey goo', nuclear holocaust, runaway climate change), but one that looms large is Artificial intelligence (AI), and trying to understand and mitigate the existential threat from AI is the main role of the Singularity Institute, and I guess Luke, Eliezer (and lots of folks on LW) consider AI the main existential threat.
The concern with AI is something like this:
- AI will soon greatly surpass us in intelligence in all domains.
- If this happens, AI will rapidly supplant humans as the dominant force on planet earth.
- Almost all AIs, even ones we create with the intent to be benevolent, will probably be unfriendly to human flourishing.
Or, as summarized by Luke:
... AI leads to intelligence explosion, and, because we don’t know how to give an AI benevolent goals, by default an intelligence explosion will optimize the world for accidentally disastrous ends. A controlled intelligence explosion, on the other hand, could optimize the world for good. (More on this option in the next post.)
So, the aim of the game needs to be trying to work out how to control the future intelligence explosion so the vastly smarter-than-human AIs are 'friendly' (FAI) and make the world better for us, rather than unfriendly AIs (UFAI) which end up optimizing the world for something that sucks.
'Where is everybody?'
So, topic. I read this post by Robin Hanson which had a really good parenthetical remark (emphasis mine):
Yes, it is possible that the extremely difficultly was life’s origin, or some early step, so that, other than here on Earth, all life in the universe is stuck before this early extremely hard step. But even if you find this the most likely outcome, surely given our ignorance you must also place a non-trivial probability on other possibilities. You must see a great filter as lying between initial planets and expanding civilizations, and wonder how far along that filter we are. In particular, you must estimate a substantial chance of “disaster”, i.e., something destroying our ability or inclination to make a visible use of the vast resources we see. (And this disaster can’t be an unfriendly super-AI, because that should be visible.)
This made me realize an UFAI should also be counted as an 'expanding lasting life', and should be deemed unlikely by the Great Filter.
Another way of looking at it: if the Great Filter still lies ahead of us, and a major component of this forthcoming filter is the threat from UFAI, we should expect to see the UFAIs of other civilizations spreading across the universe (or not see anything at all, because they would wipe us out to optimize for their unfriendly ends). That we do not observe it disconfirms this conjunction.
[Edit/Elaboration: It also gives a stronger argument - as the UFAI is the 'expanding life' we do not see, the beliefs, 'the Great Filter lies ahead' and 'UFAI is a major existential risk' lie opposed to one another: the higher your credence in the filter being ahead, the lower your credence should be in UFAI being a major existential risk (as the many civilizations like ours that go on to get caught in the filter do not produce expanding UFAIs, so expanding UFAI cannot be the main x-risk); conversely, if you are confident that UFAI is the main existential risk, then you should think the bulk of the filter is behind us (as we don't see any UFAIs, there cannot be many civilizations like ours in the first place, as we are quite likely to realize an expanding UFAI).]
A much more in-depth article and comments (both highly recommended) was made by Katja Grace a couple of years ago. I can't seem to find a similar discussion on here (feel free to downvote and link in the comments if I missed it), which surprises me: I'm not bright enough to figure out the anthropics, and obviously one may hold AI to be a big deal for other-than-Great-Filter reasons (maybe a given planet has a 1 in a googol chance of getting to intelligent life, but intelligent life 'merely' has a 1 in 10 chance of successfully navigating an intelligence explosion), but this would seem to be substantial evidence driving down the proportion of x-risk we should attribute to AI.
What do you guys think?
That Thing That Happened
I am emotionally excited and/or deeply hurt by what st_rev wrote recently. You better take me seriously because you've spent a lot of time reading my posts already and feel invested in our common tribe. Anecdote about how people are tribal thinkers.
That thing that happened shows that everything I was already advocating for is correct and necessary. Indeed it is time for everyone to put their differences aside and come together to carry out my recommended course of action. If you continue to deny what both you and I know in our hearts to be correct, you want everyone to die and I am defriending you.
I don't even know where to begin. This is what blueist ideology has been workign towards for decades if not millennia, but to see it written here is hard to stomach even for one as used to the depravity caused by such delusions as I am. The lack of socially admired virtues among its adherents is frightening. Here I introduce an elaborate explanation of how blueist domination is not just completely obvious and a constant thorn in the side of all who wish more goodness but is achieved by the most questionable means often citing a particular blogger or public intellectual who I read in order to show how smart I am and because people I admire read him too. Followed by an appeal to the plot of a movie. Anecdote from my personal life. If you are familiar with the obscure work of an academic taken out of context and this does not convince you then you are clearly an intolerant sexual deviant engaging in motivated cognition.
Consider well: do you want to be on the wrong side of history? If you persist, millions or billions of people you will never meet will be simultaneously mystified and appalled that an issue so obvious caused such needless contention. They will argue whether you were motivated more by stupidity, malice, raw interest, or if you were a helpless victim of the times in which you lived. Characters in fiction set in your era will inevitably be on (or at worst, join) the right side unless they are unredeemable villains. (Including historical figures who were on the other side, lest they lose all audience sympathy.).
Remember: it's much more important what hypothetical future people will consider right than what you or current people you respect do. And you and I both know they'll agree with me.
While sympathetic to this criticism I must signal my world-weariness and sophistication by writing several long paragraphs about how this is much too optimistic and we are in grave danger of a imminent and eternal takeover by our opponents. The only solution is to begin work on an organization dedicated to preventing this which happens to give me access to material resources and attractive females.
Ciphergoth proves to be the lone voice of reason by encouraging us to recall what we all learned on 9/11:
However, we must also consider if this is not also a lesson to us all; a lesson that my political views are correct.
http://www.adequacy.org/stories/2001.9.12.102423.271.html
Intuitions Aren't Shared That Way
Part of the sequence: Rationality and Philosophy
Consider these two versions of the famous trolley problem:
Stranger: A train, its brakes failed, is rushing toward five people. The only way to save the five people is to throw the switch sitting next to you, which will turn the train onto a side track, thereby preventing it from killing the five people. However, there is a stranger standing on the side track with his back turned, and if you proceed to thrown the switch, the five people will be saved, but the person on the side track will be killed.
Child: A train, its brakes failed, is rushing toward five people. The only way to save the five people is to throw the switch sitting next to you, which will turn the train onto a side track, thereby preventing it from killing the five people. However, there is a 12-year-old boy standing on the side track with his back turned, and if you proceed to throw the switch, the five people will be saved, but the boy on the side track will be killed.
Here it is: a standard-form philosophical thought experiment. In standard analytic philosophy, the next step is to engage in conceptual analysis — a process in which we use our intuitions as evidence for one theory over another. For example, if your intuitions say that it is "morally right" to throw the switch in both cases above, then these intuitions may be counted as evidence for consequentialism, for moral realism, for agent neutrality, and so on.
Alexander (2012) explains:
Philosophical intuitions play an important role in contemporary philosophy. Philosophical intuitions provide data to be explained by our philosophical theories [and] evidence that may be adduced in arguments for their truth... In this way, the role... of intuitional evidence in philosophy is similar to the role... of perceptual evidence in science...
Is knowledge simply justified true belief? Is a belief justified just in case it is caused by a reliable cognitive mechanism? Does a name refer to whatever object uniquely or best satisfies the description associated with it? Is a person morally responsible for an action only if she could have acted otherwise? Is an action morally right just in case it provides the greatest benefit for the greatest number of people all else being equal? When confronted with these kinds of questions, philosophers often appeal to philosophical intuitions about real or imagined cases...
...there is widespread agreement about the role that [intuitions] play in contemporary philosophical practice... We advance philosophical theories on the basis of their ability to explain our philosophical intuitions, and appeal to them as evidence that those theories are true...
In particular, notice that philosophers do not appeal to their intuitions as merely an exercise in autobiography. Philosophers are not merely trying to map the contours of their own idiosyncratic concepts. That could be interesting, but it wouldn't be worth decades of publicly-funded philosophical research. Instead, philosophers appeal to their intuitions as evidence for what is true in general about a concept, or true about the world.
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 on again easily. Instead, thinking about LeechBlock made me feel hopeless because it seemed like it ultimately hadn't worked. But I did try it again, and the entire cycle then finished repeating itself: I got un-addicted, I removed LeechBlock, I got re-addicted.
This may seem like a surprising lack of self-awareness. All I can say is: Every second my brain gathers tons of sensory data and discards the vast majority of it. Narratives like the one you're reading right now don't get constructed on the fly automatically. Maybe if I had been following orthonormal's advice of keeping and monitoring a record of life changes attempted, I would've thought to try something different.
Voting is like donating thousands of dollars to charity
Summary: People often say that voting is irrational, because the probability of affecting the outcome is so small. But the outcome itself is extremely large when you consider its impact on other people. I estimate that for most people, voting is worth a charitable donation of somewhere between $100 and $1.5 million. For me, the value came out to around $56,000. So I figure something on the order of $1000 is a reasonable evaluation (after all, I'm writing this post because the number turned out to be large according to this method, so regression to the mean suggests I err on the conservative side), and that's be enough to make me do it.
Moreover, in swing states the value is much higher, so taking a 10% chance at convincing a friend in a swing state to vote similarly to you is probably worth thousands of expected donation dollars, too.
I find this much more compelling than the typical attempts to justify voting purely in terms of signal value or the resulting sense of pride in fulfilling a civic duty. And voting for selfish reasons is still almost completely worthless, in terms of direct effect. If you're on the way to the polls only to vote for the party that will benefit you the most, you're better off using that time to earn $5 mowing someone's lawn. But if you're even a little altruistic... vote away!
Time for a Fermi estimate
Below is an example Fermi calculation for the value of voting in the USA. Of course, the estimates are all rough and fuzzy, so I'll be conservative, and we can adjust upward based on your opinion.
I'll be estimating the value of voting in marginal expected altruistic dollars, the expected number of dollars being spent in a way that is in line with your altruistic preferences.1 If you don't like measuring the altruistic value of the outcome in dollars, please consider making up your own measure, and keep reading. Perhaps use the number of smiles per year, or number of lives saved. Your measure doesn't have to be total or average utilitarian, either; as long as it's roughly commensurate with the size of the country, it will lead you to a similar conclusion in terms of orders of magnitude.
Logical Pinpointing
Followup to: Causal Reference, Proofs, Implications and Models
The fact that one apple added to one apple invariably gives two apples helps in the teaching of arithmetic, but has no bearing on the truth of the proposition that 1 + 1 = 2.
-- James R. Newman, The World of Mathematics
Previous meditation 1: If we can only meaningfully talk about parts of the universe that can be pinned down by chains of cause and effect, where do we find the fact that 2 + 2 = 4? Or did I just make a meaningless noise, there? Or if you claim that "2 + 2 = 4"isn't meaningful or true, then what alternate property does the sentence "2 + 2 = 4" have which makes it so much more useful than the sentence "2 + 2 = 3"?
Previous meditation 2: It has been claimed that logic and mathematics is the study of which conclusions follow from which premises. But when we say that 2 + 2 = 4, are we really just assuming that? It seems like 2 + 2 = 4 was true well before anyone was around to assume it, that two apples equalled two apples before there was anyone to count them, and that we couldn't make it 5 just by assuming differently.
Speaking conventional English, we'd say the sentence 2 + 2 = 4 is "true", and anyone who put down "false" instead on a math-test would be marked wrong by the schoolteacher (and not without justice).
But what can make such a belief true, what is the belief about, what is the truth-condition of the belief which can make it true or alternatively false? The sentence '2 + 2 = 4' is true if and only if... what?
In the previous post I asserted that the study of logic is the study of which conclusions follow from which premises; and that although this sort of inevitable implication is sometimes called "true", it could more specifically be called "valid", since checking for inevitability seems quite different from comparing a belief to our own universe. And you could claim, accordingly, that "2 + 2 = 4" is 'valid' because it is an inevitable implication of the axioms of Peano Arithmetic.
And yet thinking about 2 + 2 = 4 doesn't really feel that way. Figuring out facts about the natural numbers doesn't feel like the operation of making up assumptions and then deducing conclusions from them. It feels like the numbers are just out there, and the only point of making up the axioms of Peano Arithmetic was to allow mathematicians to talk about them. The Peano axioms might have been convenient for deducing a set of theorems like 2 + 2 = 4, but really all of those theorems were true about numbers to begin with. Just like "The sky is blue" is true about the sky, regardless of whether it follows from any particular assumptions.
So comparison-to-a-standard does seem to be at work, just as with physical truth... and yet this notion of 2 + 2 = 4 seems different from "stuff that makes stuff happen". Numbers don't occupy space or time, they don't arrive in any order of cause and effect, there are no events in numberland.
Meditation: What are we talking about when we talk about numbers? We can't navigate to them by following causal connections - so how do we get there from here?
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