Google Is Culturally Racist

Google is (culturally) racist (in 4 parts):

https://www.tiktok.com/@realabril/video/6934884610606124293

https://www.tiktok.com/@realabril/video/6934884839103499525

https://www.tiktok.com/@realabril/video/6934885054053158149

https://www.tiktok.com/@realabril/video/6934885271318105349

And a Twitter thread (same author, Real Abril, similar info):

https://twitter.com/realabril/status/1341135819487100928

On TikTok she said 526 hires in 6 years, which is around 1.7 per week, but Twitter said over 300 engineering hires, so let's focus only on that. Around one hire per week. From my understanding, that's really good. This may surprise people, but I think each hire might be worth $10,000+.

I've seen tech companies offer 10k just for a referral of someone to interview there who ends up getting hired, and that was years ago. And in her job, she would do more work than just referring people. And tech recruiters can charge amounts like 10% of first year of salary (paid by company not employee) for getting someone hired, which will be over 10k for tech positions at google.

So she did a great job but got fired instead of promoted. And I believe her about a lot of the specific ways Google was (not very) covertly discriminating and resisted her improvements.

I think maybe Google actually wanted her to find black and brown programmers who think and act like white graduates of Ivy League universities, so they are an easy cultural fit or "Googley".

Google is not (very) racist against skin color. They are cultural racists against black and brown culture. Why? Because they are elitist snobs (not just that). It's not about merit; it's about bigotry against the Other, which makes it essentially similar to racism, especially when it correlates with race.

I think Google is full of atheist former-WASPs who are partially rebelling against being a WASP (particularly by becoming an atheist). They're similar to WASPs in lots of ways. (WASP = white Anglo-Saxon Protestant, which is the kind of person you'd imagine being at country clubs, expensive private high schools, or Ivy universities.)

What about the many asians at Google? Some asians have learned to get into and fit in at top tier universities. They're better at acting WASPy than black or brown people are.

Google also brings in a bunch of H1B visa coders, e.g. Indians. I bet those people are treated differently and worse, but Google likes underpaying them. (H1B visas are a government subsidy to Google and other tech companies. US visas or citizenship are worth money and Google gets to give them out without paying the US government for that privilege. People accept lower salary offers to get into the US and then put up with worse treatment and not getting promotions or raises for five years or however long it takes before they can stay in the country without staying at that job. The system incentivizes and causes some abuse and exploitation of foreigners.)

Anyway, you don't have to look like a WASP anymore to be hired (though physical appearance, including skin color and hair, still matter to how you're treated), but Google prefers people who are thoroughly immersed in WASPy culture.

Google's atheism is actually an issue. Black and brown people believe in God at higher rates than Googley people, which increases culture-clash. Similarly, I think black people value family more on average (and in somewhat different ways than e.g. asians, it's not just an amount), so might be more interested in going home for dinner instead of working late. (I don't think that particular issue means they are worse workers overall. I don't think it means they're getting less work done. I think the culture of 10 hour work days is stupid and that programmers rarely get more than 5 productive hours of coding done in a day. People can't focus and think effectively all day long. Google likes to exploit people that it can trick into staying extra hours without extra pay – often expecting rewards that never materialize. But I don't think Google actually gains much from exploiting the naivety of some of its primarily younger workers because those extra hours aren't very productive.)

There are actual flaws in all cultures which can be criticized, and not all cultures are equal. But I think Google's approach qualifies as bigotry because it's not about merit. It's about who fits into your social group and who doesn't. It's about preferring people like you over people who are different. In other words, if you discriminate more by accent than by skin color, and the accents you favor are rare among black and brown people, then you're still basically a racist.


Elliot Temple | Permalink | Messages (8)

Sources of Organization

Learning, progress or achieving a goal requires organized effort. That means it's not random, aimless, chaos.

For example, the scientific method organizes thinking and action so that scientists learn about nature. It's known for being particularly organized and for being much more effective than less organized approaches generally are.

There are many sources of organization. Following the scientific method is one way that your effort/actions may become organized.

If no sources of organization are used, learning will fail. No organization = chaos = no learning. You must have something to reduce chaos – to bring order to chaos – or you'll fail. (Getting lucky can work when you have some organization but not enough. It doesn’t work with no organization.)

Often, people aren't aware of where organization comes from. They don't know they're using organization, but what they do is far from pure chaos. They think of it as unplanned, freeform learning, but some forces causes it to be significantly organized.

What sources of organization exist? Where can organization come from?

We’ve been discussing this at my Basecamp group. Below I answer the question and explain why it matters.

Where Organization Comes From

All organization comes from knowledge. No knowledge = no organization = your actions will not be effective.

All knowledge comes from evolution.

There are two known types of evolution:

  1. Evolution of ideas.
  2. Evolution of genes.

These broad sources of organization can be broken down into sub-categories, e.g. all evolution of ideas fits into two categories:

  1. My own ideas.
  2. Other people’s ideas.

And that can be further broken down, e.g. splitting up my ideas:

  1. My conscious or explicit ideas.
  2. My unconscious or intuitive ideas.

We can take the intuitive ideas and sub-categorize further, e.g. by an idea’s age. E.g. the idea is from childhood, is from young adulthood, or it’s recent.

The red part of the diagram is more thorough and the blue part less. All organization is due to knowledge. All knowledge is created by evolution. That part is 100% complete (according to the best available understanding). There are no other options being left out of the diagram. Evolution could work with other replicators besides ideas or genes, but ideas and genes are the only known replicators that have created significant knowledge. By contrast, the categorizations in blue are more fuzzy. E.g. other people can’t literally put ideas in my head – they can say words but then I use my own brain to think about and understand it. So in some sense, I personally create every idea in my head. But it’s still meaningful to say that I thought of one idea myself and learned another idea from Joe.

Try adding more to the chart yourself. You can take any node (box) and break it down into categories. And they don’t have to be perfect to be useful. E.g. genetic evolution could be imperfectly broken down into plants, animals, fungi and bacteria.

When you do a project, if you want results that are better than convention – if you want to improve on your society/culture – then you need organization/knowledge coming from a source other than convention. That basically means you can’t rely on your intuitions or someone else’s intuitions. You can’t just do what seems good, because how stuff seems to you was developed in childhood and largely fits with convention.

What Organizes Your Project? Are You the Sucker?

You should think about where the knowledge is coming from when you do a project like trying to learn something, especially if you want great results of some sort instead of just typical results.

If you can’t figure out where the knowledge or organization for a project is coming from, expect conventional results at best. You’re the sucker (or puppet or pawn) for some force you aren’t aware of – most often the static memes of convention, but sometimes something else, e.g. a conman, cult, or political movement. Plus, expect some disorganization/chaos too. If the organization isn’t clear to you, your project is only going to be partially organized.

This is like the poker advice: If you can’t figure out who the sucker at the table is, it’s you. With life, if you don’t know what’s going on and what’s controlling outcomes (in other words, what is organizing events), it’s not you – someone or something else is in control (plus there’s some disorganization/chaos). You’re the sucker. You’re the NPC, not the protagonist or hero of the story.

One source of knowledge is doing project planning steps. You can organize your project yourself using conscious thought. You can brainstorm. You can consider resources, goals, steps, risks, prerequisites. You can write things down.

If you don’t do conscious, explicit project planning, you need to have an idea of what you’re using instead that will work, or else have really low expectations.

Learning from Others

An alternative source of knowledge, rather than organizing things yourself, is a curriculum that someone else makes and you buy. Or, similarly, a tutorial you find online. In that case, someone else put conscious thought into organizing the project. So you’re using their thought instead of your own. But at least you have an idea of where the organization is coming from and what the goals of the organizer are (e.g. they may care about their reputation as an educator and about getting repeat customers, so you may reasonably judge that using you as a sucker isn’t their goal).

There are some risks using someone else’s tutorial (but it’s still a worthwhile strategy that you should use sometimes):

  • They may have done a bad job.
  • They may have done a good job for some parts, but a bad job for other parts.
  • They could have a hidden agenda (goals they don’t tell you about that don’t fit with your goals).
  • You might not understand them very well. Stuff could get lost in translation from their thoughts to their words (and diagrams, gestures, etc.) to your thoughts.
  • It might work for some people and not others, and you’re one of the others. It might not fit your situation well enough. E.g. it might expect you to already know some things that you don’t. E.g. it might expect you to already know some specific math or to understand jargon from a subculture (like Gen Z, anime, or academic biologists).

Learning with Multiple Sources

One strategy that helps with these problems is learning from multiple other people simultaneously. You can get 5 books by 5 different authors and look at how they organize and explain things, and mix and match pieces of knowledge from different books that you think are good and are compatible with you. Often you’ll find some parts of a book are low quality or are incompatible with you, but some other parts are useful. And if you take the useful parts from many books, plus figure out some additional stuff with your own thought to fill in the gaps, that’s often way easier than figuring everything out yourself even though none of the books are great.

When you use a strategy of finding 5 books from 5 others, reviewing them all, comparing them, etc, you are doing a bunch of organization of your learning project. You’re taking lots of control, using your own judgment in key areas, and you get more credit or blame for the outcome. Whereas if you just follow one author’s plan, and try to do and believe whatever he says, then you don’t have a leadership role in the learning project and have less responsibility for the outcome. (But it’s your life, so you have to live with the outcome. Handing off responsibility and trusting in the leadership of others is something to be very careful with, especially as an adult.)

Organization and Knowledge

Organization and knowledge are close to synonyms. ‘Organize’ means “to form into a whole consisting of interdependent parts”. Knowledge is a whole made of parts (ideas, which generally have some dependence on each other). Organizing makes parts work together for a purpose or goal, as ideas work together to solve a problem (or, same things, accomplish a goal or achieve a purpose).

The root word of ‘organize’ is ‘organ’ and one of its historical meanings was 'that which performs some function’ (in other words, a purposeful, goal-directed thing – which is what knowledge is).

The history and typical way of thinking about ‘knowledge’ or ‘to know’ is different than this, but the correct understanding is similar to organization. Like “adaptation to a purpose” is a non-standard but good take on knowledge, and “organization for a purpose” is very similar. (Note: with both “adaptation” and “organization” the words “for a purpose” are actually redundant – a purpose is implied/assumed/included with the main word. The redundancy helps with clarity and emphasis.) How do you organize something for a purpose? You change it to make it fit that purpose. That’s what adapting means: change to fit a (new or different) purpose. ‘Adapt’ also sounds like the cause is evolution, but the cause of human organization is evolution too: people organize using their ideas, and they get those ideas from their intelligence which works literally by evolution.

Slides

I made slides with more about sources of organization. PDF or SlideShare.

Take Action

Join my Basecamp group (free) where we’re discussing sources of organization.


Elliot Temple | Permalink | Messages (2)

Achieving Mastery When Learning, Plus Followups

I shared writing about mastery with my free email newsletter and asked about people’s concerns and objections. Here’s what I said followed by my responses to three concerns.

Mastery

(Link to the curi.us message where I first wrote this.)

[name], do you think you achieved mastery of some significant, new things in your makeup project? If so, you could list those. If not, I think you should have higher standards and stop overreaching.

Can you self-evaluate the correctness of any of your new makeup knowledge with similar confidence to your self-evaluations of counting to three or judging whether the word "with" is spelled correctly? Those are examples of what mastery looks like.

The same goes for all your other philosophical work. Keep it simpler. Practice things. Aim for mastery. Aim for a low error rate where correct criticisms are uncommon, surprising and treasured.

Consider what you do have mastery of and build on it. Plan out projects intentionally with goals and trees, keeping issues like mastery and overreaching in mind.

Where are the 5+ successful past projects at 90% of the size, complexity and difficulty of the makeup project? And at 80%, and 70%, and 60%, etc., all the way back incrementally to simple projects like crawling to a location as a baby.

You don't have good examples of what success looks [to] compare your project to. There's a huge gap from the makeup project to your most similar projects that are clear, confident, decisive, unambiguous successes.

And these are not new things that I'm saying.

Start way smaller, get quick, clear wins, and iterate. Start with multiple successful (micro) projects per day. Finish 100+ in a month with a not-decisive-clear-success rate under 10%. Establish a baseline of what you can do that way and get the iteration started.

Followups

Anne B shared these concerns on the FI Learning Basecamp.

I have a hard time breaking a goal down into a planned-out tree made of smaller things that are easy wins. Example:I have a goal of understanding computers and learning how to use them better. Breaking that down into a plan of all the small things I want to learn and in what order seems too hard. Instead I take opportunities to learn small things when they come up.

Do smaller, easier mini-goals first until you get more experience with the method. For example, “Install Atom text editor” is a mini-goal. I bet you could break that into multiple steps. E.g.:

  1. Find Atom website.
  2. Download Atom.
  3. Run installer.

You need practice doing that kind of breakdown successfully before expecting it to work in more complicated scenarios. Once you get good enough at it, in the future, you’ll be able to skip writing down the steps for small things like installing Atom. And when you’re more used to breaking things into sub-parts, you’ll do better at breaking down bigger, harder goals.

It’s important not to face too many challenges at once. Each one distracts you from the others. Mastery of something means it’s no longer distracting or challenging. Practicing breaking simple projects into steps will help you achieve mastery of some breaking-into-parts skills, which will mean you’ll have fewer things to worry about when attempting a medium-difficulty project.

You could do several other small projects, e.g. one to use Atom documents. Steps:

  • Make a document in Atom
  • Save it
  • Close the document and close Atom
  • Reopen the document with Atom

Another project could deal with bold text. Steps:

  • Make some text bold using the menu.
  • Use a hotkey to make text bold.
  • Make text bold by typing in markdown formatting characters.
  • Remove bold text using each method.

If those are too hard, you could break each of those steps down into easier parts. You can adjust the level of detail. If they were too easy you could use fewer steps, e.g. just “Learn Atom basics”, but that’s unsuitable for figuring out how to deal with projects.

After doing the atom install project, the atom document project, the atom bold text project, and several others, you would have done the steps of a larger project like “learn Atom basics”. Small projects are the components that make up medium and large projects. If you’re trying to do a large project and don’t know what the smaller sub-projects are, it’s hard to be organized or succeed.

Are you saying we should aim for mastery in everything we do? If not, how do we decide which things to go for mastery in? If yes, that seems like too much—wouldn’t we sometimes want to just try something out to see how it goes and whether we like it?

Mastery is important for things you’re gong to reuse a bunch and build on. English, walking, basic arithmetic, typing, searching the internet for info, learning methods and project management are good examples. Those get used over and over as sub-components of other tasks and projects.

Mastery is necessary to do anything complicated. Complicated things have many parts. If each part is distracting you from the others and demanding significant attention, then you’ll be overwhelmed and fail. If you have mastery of some parts, that means you can deal with those parts without them being a distraction. Mastery means something requires little conscious attention, which frees up your attention for other stuff. Without mastery, you can only do small things.

Put another way, mastery is necessary for making progress because progress involves accumulating more and more knowledge. You also revise ideas, replace ideas with more elegant versions, and drop some errors, but overall, on average, the amount of knowledge goes up when you make progress.

Increasing amounts of knowledge would get overwhelming if all the older ideas were taking up your attention or causing many errors. The reason you’re able to increase your total knowledge is because you finished learning some things: they’re done and no longer take much thought (unless you reopen and reconsider the issue, which is always an option but shouldn’t happen too often). Mastery is finishing learning something instead of it being an unfinished project.

How done is done? When are you finished? When you can use the knowledge without it requiring much conscious attention and with few errors.

How much attention or errors are OK? It depends on the thing. The more it gets reused or built on, the closer to perfect it needs to be. If it’s only used occasionally, it can be more flawed but still good enough.

Side note: You can also intentionally stop learning something so it requires your conscious attention to do it, but while paying full attention you can do it successfully. That means you can’t build on it. It’s an end to progress (unless you start learning about it again). But that is reasonable in certain circumstances. E.g. suppose you have a job operating heavy machinery. If you pay full attention every time you do it, and do it successfully, that’s good enough. You don’t need to make further progress to get the job done. And actually it’s dangerous to operate heavy machinery without paying conscious attention to what you’re doing at all times. It’d be bad to go into autopilot mode for that or focus your attention elsewhere. (BTW, a lot of car accidents are due to people achieving a lot of mastery of driving and then not paying enough attention to their driving. Due to mastery they can still generally drive well without paying attention, so it works out fine most of the time, but not every time. Also, btw, a reason texting-and-driving is so dangerous, or using audio books while driving, is due to lack of mastery of texting or audio books. Those things distract people significantly, or in other words they don’t have mastery over those activities.)

To have a thousand ideas and for that to be useful, many of them need to be mastered. You can only fit at most around seven non-mastered ideas in your head at once for active use. (Seven is just a loose estimate that other people like Leonard Peikoff have used; the specific number doesn’t matter.) If you want to fit more in your head, you have to master ideas. In other words, you can only effectively pay conscious attention to at most around seven things at once, so, to deal with more than seven things, some must not require conscious attention, which is what mastery is about.

This is also why it’s important to integrate (combine) ideas. E.g. you take four ideas and turn them into one single conceptual unit, which can then be thought about as one thing that uses up only one slot in your attention. But integration only works well when you master the components. If they aren’t mastered, you can’t focus on the one higher level concept because the underlying ideas that you’re building on will keep causing trouble. You’ll make mistakes while using them and/or they’ll distract your conscious attention, because you never finished learning them to the point (called “mastery” among other things) where that won’t happen.

Integration is one of the main ways we reuse and build on ideas. All the small ideas that got integrated into higher level ideas are getting reused in some sense every time a higher level idea that’s built on them is used. Repeated integration creates a pyramid of ideas, and using a single high level idea can reuse hundreds of lower level ideas. But if any low level idea in the pyramid has an error or won’t work without conscious attention, it can screw up your high level activity.

Integration is discussed and advocated by Ayn Rand’s Objectivism.

You don’t need to master everything that’s available and you should not take on large projects without first exploring/scouting and having a pretty good idea of whether it’ll work, whether you want the results, etc. But you do need to master most of what you learn if you want to make ongoing progress.

Having criticisms be uncommon isn’t a very good gauge. Criticisms could be uncommon because there’s not much to criticize or they could be uncommon for other reasons (maybe there’s so much wrong that people don’t know where to start in their criticisms, maybe people are busy with other stuff, maybe people are afraid you won’t take criticism well, maybe people don’t like to criticize because it’s not nice, maybe your stuff is boring so no one reads it).

Criticism being uncommon is a necessary but not sufficient condition for indicating mastery.

Also, you’re focusing on external criticism, but self-criticism is a more important thing to pay attention to first and it doesn’t have most of the difficulties you mention. It’s very hard to use much external criticism effectively before being pretty good with self-criticism (that’s one of the main reasons people dislike receiving criticism so much – they aren’t able to use it effectively because they aren’t good at self-criticism yet).

That’s similar to an issue that came up on FI list a while back: it’s very hard to find common preferences with your child effectively if you struggle to find common preferences with yourself. Individual, personal stuff mostly needs to come first before dealing with other people much.


If this interests you, and you'd like to better understand ideas like this, join my free Basecamp group.


Elliot Temple | Permalink | Message (1)

FI Learning Basecamp

Basecamp is an easy-to-use project management tool. Features include online collaboration, a message board, a chatroom, and todo lists. It puts a bunch of stuff in one place.

I made a Basecamp for Fallible Ideas learning because people should treat learning more like an organized project, not entertainment.

Join for free: [edit: invites are closed]

Warning: I'll likely close public invites in the future.


Elliot Temple | Permalink | Messages (8)

How Social Status Works

The article Women Explained by Hitori (a female) explains how social status works in just 2560 words.

It's in the Revelation eBook by Mystery and Lovedrop, and also reposted on the web in a few places. You can read it on Reddit for free. (The formatting is worse than in the book, but is readable.) It was originally posted to the old PUA forum community, probably roughly around the year 2000.

The beginning tells us:

Chicks act at all times to gain and maintain social status. This is more important to them than getting laid.

Then it explains social status in four sections:

  1. Qualities of High Status People
  2. Qualities of Low Status People
  3. You Gain Status When
  4. You Lose Status When

Read, analyze, discuss below.


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