Rob Wiblin

I guess it's easy to say that you are going to do a whole lot of different things, but I guess the most difficult decisions in developing a plan like this is figuring out what stuff might some people like you to do that you are committing to not do because you just don't think it's a high enough priority.

What sort of stuff does this plan suggest that you are not going to prioritize?

Okay, so some people would really like you to plan ahead a lot.

They would like you to feel like you have a grasp on all of the important considerations that are going to come up all the way through to artificial superintelligence until, I guess, the point where you could feel like you've safely handed everything over.

And you're saying, we are not going to do that.

Not at all.

We're going to think a lot about the next model that we're training.

We're going to think a bit about the model after that.

And kind of beyond that, we're going to hope that the future will take care of itself or we in the future will take care of things as they come up.

That's the point you're making.

Yeah, this paper is pretty candid for kind of a company position paper.

It very clearly says AGM might be here by 2030.

We don't know when, but 2030 is totally plausible.

We have to be ready with a plan for how to handle that.

That's very dangerous or potentially could be very dangerous.

We have to have a plan that we can deploy incredibly quickly to try to make that safer.

And then it goes through the kinds of things that you're intending to do.

Yeah, I guess I would encourage people to...

If they work in this area to go and take a look at it.

Are there any non-obvious mitigations in there?