CHERI is a Swiss-based organization that runs projects focused on the mitigation of global catastrophic risks (GCRs). As of late 2023, CHERI has successfully run three summer research programs (SRP) focused on questions related to GCRs.
From April 2022 till May 2023 with a four-month break, I was running CHERI's 2022 SRP and developing an organizational strategy. From June 2022 I stepped down from CHERI's managing director role to focus on personal priorities. Here I will collect some of my thoughts on field-building in GCR domain. More information on current state of affairs with CHERI can be found at the official website xrisk.ch.
Global catastrophic risks is a domain of research, philosophy, and governing efforts directed at understanding and preventing humanity from unrecoverable events. A number of organizations and individuals are explicitly or implicitly focused on GCR prevention.
GCRs are diverse. Some mitigation efforts are straightforward but costly, namely, Asteroid impact avoidance. Some require global coordination, such as Biological risks and pandemic prevention. Some stem from international tensions, namely risks of nuclear war. And some arise from our efforts to address other urgent global issues, e.g. risks associated with solar radiation management in response to climate change.
At the core of risk management, there is a psychological conundrum. Managing risks is not fun, it does not give you a competitive edge and motivation to engage with it is purely negative. This means that we tend to avoid thinking about risks until the point that catastrophic events seem almost unavoidable. Moreover, risks are boring and hard to work with. Worst of all - If you work on risk prevention - when you do your work well - nothing happens. Risk mitigation is essentially a hygiene procedure, akin to brushing teeth or, more appropriately, cancer checks. It is something that, when done properly, prevents much bigger and possibly lethal problems.
So, humanity is not yet there, we don't brush our teeth and don't do our annual check-ups. We do have systems for checks and balances in place for many other things so we'll likely arrive there also for GCRs. But that requires developing a common vision for humanity. If all you care is to make it through the day, there is not much motivation to do cancer checks.
Common vision, or as one can call it - Global Theory of Change. There are many people who wish to engage with the problem and who are willing to contribute their time and effort, yet the decisions, even in philanthropically founded organizations, are often made behind closed doors. In the long run, this leads to both blind spots by current powerful actors and mistrust from a broader community.
The first leads to the second, which is the Coordination Problem. COVID-19 pandemic is an example of how things could have gone differently if coordination had been better. Sadly enough, individuals concerned with GCR mitigation at this moment have to engage in the tense reality of international politics.
Cultural change. Global risk mitigation efforts should be celebrated and individuals working on them should become the heroes of the public. This way we can shift GCR management form being a burden to being a rewarding activity.
As of late October 2023, I don't actively contribute to the GCR domain. The reasons are partially personal and partially due to lack of opportunities to contribute to the aforementioned challenges. This might change!
A good syllabus can be found following the link bellow