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Notes -
Apologies, this post was a little more stream of consciousness than I'd intended. My thesis is more that :
Every organization, even an organization of one person, must select relative priorities of growth against other targets. For businesses, marketing and investment versus product development; for artists, growing your audience against growing your skills; for streamers focusing on following the algorithm versus following your interests. For FIRST, that's a part of that's the division between creating and expanding teams versus developing skills for those teams, but the pattern exists much more broadly.
Organizations that make that decision don't do so (only) because they've forgotten their original goal, or because they've been taken over by people who don't care about that goal, but because scale does genuinely have (distributed) benefit.
But that strategy has costs. Effective Altruists often focused on the degenerate cases, where outreach becomes almost all of what the organization does, or where outreach has hit decreasing returns while the organization is unwilling to admit that. But there are more honest problems, such as where this emphasis on outreach disconnects your metrics from your measures, or where successful growth can Baumol you as relative productivity varies with scale for individual parts of the organization.
More critically, it is fundamentally risky approach at the level of individual people, while obfuscating the outcome of that gamble. If a consistent and always-applicable recruitment paradigm existed, you would already have joined, as would every adult in the county/country/planet; if you could keep in mind the outcome of your recruitment efforts, it wouldn't exceed your Dunbar number. Not everyone approached can be a recruit, not all recruits persist (or are even desirable), so on: even successful orgs notorious for their outreach can spend hundreds of manhours to get four or five mid-duration recruits. Organizations can eventually make this work out by playing the odds across a large enough number of people, but individual actors within the organization can not. Hyperdunbar non-outreach/recruitment efforts can similarly be risky and hide their outcomes: it's very easy to give a talk before a thousand people, and very hard to know what portion of the audience was listening the next day.
Because of their public-facing nature, difficulty of measurement, influence of the internet and media coverage (and, cynically, hyperdunbar organization efforts to dazzle or baffle their membership), these approaches are what are most visible when looking into most fields from outside, such that they seem like the only viable option.
But that framework is flawed; hyperdunbar efforts can and often do run face-first into a ditch.
Even some efforts toted as wildly successful can fade off at shockingly low numbers. That's not to call them a failure for doing so, even if it's not always or often what the stated goals were. However, it shows a space where the tradeoffs necessary to try to scale to vast numbers weren't necessary.
And a lot of good can be done outside of hyperdunbar efforts.
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