<aside> 🚧 This page under construction, here are our raw notes

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Questions:

• Do great scenes create mechanisms to “see through” signaling, such that strong signaling doesn’t work to gain status, and people actually need to do the great thing?

• How do great groups fail? (need a reading list on this!)

• Why are the great groups in Organizing Genius great, if we disagree with the thesis of the author?

• What is the role of filtering + exclusivity in creating a scenius?

  • What are the minimum and maximum filtering examples we can find within sceniuses?

• Why did the Institute for Advanced Studies produce little good work? What does this say about Scenius?

  https://twitter.com/dwarkesh_sp/status/1583206616559546368?s=20&t=ocIrtHreIZuNj3onG78YYA

What are the key social technologies for Great Groups and Great Contexts? How are they different?

Social Technologies of Great Groups (Organizations):

• Systems Engineering
• Systems Management
• Communication of Roadblocks
• Specific Constrained, Concrete Mission (with completion criteria):
  • (enables absolute mission-focus, dedication to the mission)
• "Enlightened" authoritarian social structures, to act "like a nervous system"
• Investing in "people not projects"

Social Technologies of Great Contexts (Scenes):

• Writing / Forums / Magazines
• Shared Spaces + "Spots"
• Clubs / Meetups / Salons (and therefore, social organizers)
• Participatory, almost anarchic "governance", lack of rules
• Good will and "favor economy"
• Activity of shared passion
• Transference
• Affirmation + Disagreement Dialectics
• Kevin Kelly's 4 Factors of Scenius (which seem to describe Great Contexts)