Don Zagier wrote: “There are two facts about the distribution of prime numbers of which I hope to convince you so overwhelmingly that they will be permanently engraved in your hearts. The first is that they are the most arbitrary and ornery objects studied by mathematicians: they grow like weeds among the natural numbers, seeming to obey no other law than that of chance, and nobody can predict where the next one will sprout. The second fact is even more astonishing, for it states just the opposite: that the prime numbers exhibit stunning regularity, that there are laws governing their behavio…
One thing that's under appreciated on the website of the demos is the Stanford demo where Ben showed uh anywhere between 3 to 25 images you can reconstruct that entire Stanford quad. But the thing is we had to show it from aerial view. But every single input image is been standing on the ground taking a picture from the ground. So, everything you see are generated but according to the laws of reconstruction.
have to abide by this rule that was written before LLMs were even a thing. And that shows how challenging sort of the the the situation is if you try to set the line too firm to begin with.
And so basically everything that we can verify reasonably well with some feedback loop, the AIS are doing pretty well on. And that's sufficient to make AR and D go quite fast and to continue. But there's some parts of of developing uh aligned and safe AIs that are more subtle, hard to check, depend on, you know, detailed in the weeds things.
Top-down works well if leadership is good enough to be in the weeds and be specifically correct. I think where it falls apart is where you don't actually know ground truth and then you attempt to manage people from above and that's where I think the term micromanagement comes from.
in a lot of ways I think a a CEO is in service of the company, in service of all the people that are working there. And you want to empower them with some insight. And so that's really where it's coming from. It's not so much a management technique, but a personality technique.
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