It's hard to believe a Board that can't control itself or its employees could responsibly manage AI. Or that anyone could manage AGI. There is a long history of governance problems in nonprofits (see the transaction-cost economics literature on point). Their ambiguous goals induce politics. One benefit of profit-driven boards is that the goals make only well-understood risk trade-off's between growth now or later, an…
Yeah that's right. There's a blogger in another post on HN that makes the same point at the very end: https://loeber.substack.com/p/a-timeline-of-the-openai-board
"Governance can be messy. Time will be the judge of whether this act of governance was wise or not." (Narrator: specifically, about 12 hours.) "But you should note that the people involved in this act of corporate governance are roughly the same people trying to position themselves to govern policy on artificial intelligence.
"It seems much easier to govern a single-digit number of highly capable people than to “govern” artificial superintelligence. If it turns out that this act of governance was unwise, then it calls into serious question the ability of these people and their organizations (Georgetown’s CSET, Open Philanthropy, etc.) to conduct governance in general, especially of the most impactful technology of the hundred years to come. Many people are saying we need more governance: maybe it turns out we need less."