Bowen Baker

Every team I think works very differently.

Teams like mine that I run are a bit more, like we don't really know.

Okay, like when we started, we had no idea what we're doing.

We're like trying to figure out like,

what the research program was like what mattered what didn't matter what even like the definitions of the thing we were looking for was like this term monitorability we like had to like argue back and forth of like what is the because people talk about faithfulness a lot which is a related concept yeah like we like kind of you know got rid of that and went for monitorability is the more practical thing at some point and so anyway we were very much more in the like

trying to figure everything out, do a bunch of like research.

And we do and we still do kind of like do a bunch of we kind of give people a lot of leash to just do research that's interesting in this space because it's so new and we know so little.

I think in cases where things are more defined and you have products that are like you're making, there's probably a more

clear path forward for a lot of things.

And so then research there becomes a bit more like defined or predefined.

I know Sam cares about chain of thought monitorability, but I think he's pretty busy.

So I don't go to him with every idea and ask for his okay.

So yeah.

I imagine he's a busy fella.

But generally, everyone's super smart and has really good opinions.

And so I think it's it's like not that top down.

It's a lot of it's very bottom up.

And like, you know, at the end of the day, it's like you kind of want your manager to approve of what you're doing, probably.

But.

Generally, everyone's open to discussion.