---
author: The Knowledge Project Podcast
date: '2026-04-30'
guest: ''
layout: post.njk
source: https://www.youtube.com/watch?v=oDK4zVgst0c
speaker: The Knowledge Project Podcast
tags:
  - leadership-crisis
  - organizational-resilience
  - agi-development
  - founder-loyalty
  - tough-decisions
title: OpenAI 动荡72小时：领导力危机、忠诚与AGI的使命
summary: 本篇内容深入探讨了OpenAI在一次关键领导层动荡期间的经历。通过CEOGreg Brockman的第一视角，详细描述了他得知Sam Altman被罢免、自己被解除董事职务，以及随之而来的辞职决定。文章记录了员工间的忠诚与凝聚力，重塑公司愿景的努力，以及在巨大不确定性下坚持AGI使命的艰难抉择。它强调了韧性、承担痛苦以及面对真相的重要性，与硅谷文化形成鲜明对比，并突出了在追求突破性技术过程中，领导者所需的决断力与信念。
insight: ''
draft: true
series: ''
category: ai-ml
area: tech-engineering
project: []
people:
  - Sam Altman
  - Ilya Sutskever
companies_orgs:
  - OpenAI
products_models: []
media_books: []
status: evergreen
---
### 领导危机初现： inesperado 的“移除”

在OpenAI的历史上，可能只有一个时刻让我感到自己不想再继续下去了。回溯到得知 **Sam Altman** 被解职的那一刻，我身在家中。随后收到一条信息：“我们能视频通话吗？” 我随即接入了视频会议，发现董事会成员（不包括 Sam）悉数在列。他们告诉我，董事会已决定移除 Sam，同时我也被移出了董事会，但会继续留在公司。那一刻，我脑海中闪过的念头是：“这事不对劲。” 挂断电话后，我立刻与妻子交谈，告诉她：“我得辞职了。” 她回答：“我同意。”

<details><summary>Original English</summary>

It
 was
 maybe
 the
 only
 moment
 in
 Open


AI's
 history
 where
 I
 felt
 like
 I
 didn't


want
 to
 do
 it
 anymore.
 Take
 me
 back
 to


the
 moment
 you
 found
 out
 that
 Sam
 had


been
 fired.
 Where
 were
 you?
 I
 was
 at


home.
 And
 what
 happened?
 I
 got
 a
 text


saying
 can
 we
 hop
 on
 a
 video
 call?
 So
 I


hopped
 on
 the
 video
 call.


I
 noticed
 that


it
 was
 the
 board
 minus
 Sam
 who
 were
 on


there.
 I
 was
 told
 that
 the
 board
 has


decided


that


Sam
 would
 be
 removed,
 also
 that
 I
 had


been
 removed
 from
 the
 board
 but
 would
 be


staying
 with
 the
 company.
 What
 went


through
 your
 mind?


It
 just
 wasn't
 right.
 Right
 after
 I
 hung


up
 the
 call


talked
 to
 my
 wife
 and
 I
 said,
 "Got
 to


quit."
 And
 she
 said,


"I
 agree."
 And
 you
 quit
 that
 day.
 Yes.

</details>

### 忠诚的回响：凝聚新公司的愿景

我当天就辞职了。辞职后，我开始收到各种各样的信息，人们告诉我：“我不知道你和 Sam 接下来要做什么，但我跟着你们。我想和你们一起开创点什么。” 这份支持出乎我的意料，是一种真实的、发自内心的惊喜。我几位亲密的合作者，包括 **Yakub Shimon** 和 **Alexander**，也在那天选择离开。我们五个人，加上 Sam，聚在一起，开始勾勒一个新公司的蓝图。我记得第一天时的感受，觉得或许有 10% 的机会，我们真的能把公司重新夺回来。

接下来的第二天，我们在 Sam 家召开了一个会议。公司里许多人都赶了过来，我们向大家展示了正在勾勒的愿景。那是一次非常特别的经历，我们脑海中形成了一个关于如何运营这个项目的全新清晰图景。整个周末，我们都投入了大量时间，与董事会和公司进行谈判，试图弄清楚是否有可能共同回归。

<details><summary>Original English</summary>

That
 day
 when
 I
 quit
 started
 to
 get
 all


these
 messages,
 people
 saying,
 "I
 don't


know
 what
 you
 and
 Sam
 are
 doing
 next,


but
 I'm
 with
 you.
 I
 want
 to
 go
 start


something
 with
 you."
 Like
 just
 that
 was


that
 was
 a
 real
 honest
 surprise.
 There


were
 a
 few


of
 my
 close
 collaborators
 who
 quit
 that


day
 as
 well.
 That's
 Yakub
 Shimon,


Alexander


and
 the
 five
 of
 us,
 so


those
 people
 plus
 Sam,
 we
 all
 got


together
 and
 we
 started
 to
 chart
 out


what
 a
 new
 company
 could
 look
 like.
 I


remember
 feeling
 that
 first
 day
 like


okay,
 there's
 a
 10%
 chance
 that
 we


actually
 get
 the
 company
 back,
 10%.
 The


next
 day


we
 set
 up
 a
 meeting
 at
 Sam's
 house.
 A


bunch
 of
 people
 from
 the
 company
 came
 by


and
 we
 showed
 the
 vision
 that
 we'd
 been


sketching
 out.
 So
 it
 was
 this
 really
 one


day
 in,
 you
 know,
 with
 this
 this
 fresh


picture
 of
 how
 we'd
 run
 the
 project
 and


we
 spent


a
 bunch
 of
 time
 over
 that
 weekend
 also


negotiating
 with
 the
 board
 and
 the


company
 and
 trying
 to
 figure
 out
 is


there
 a
 path
 back
 together
 that
 makes


sense.

</details>

### 动荡与混乱：一次“叛变”的连锁反应

那个周日晚上，董事会决定由 **Mira** 担任临时 CEO，并引入了一位新的人选。然而，公司内部发生了“叛变”。我们当时身在办公室，以为与董事会达成协议、重归于好的道路近在咫尺。但董事会做出了那个改变，随后，几乎所有人都在涌出办公楼，现场陷入了一片真正的混乱。我通过视频通话安抚那些对加入新公司感兴趣的人，告诉他们一切都会好起来，我们有计划。我们原本只是为预期中少数愿意跟随的人准备了一个“救生筏”，但突然间，没有人想与这个“实体”扯上关系。人们希望为他们认为正确的事情发声。

随后，一份请愿书开始在公司内部流传。签名的人太多了，以至于 Google Docs 都崩溃了。因此，需要指定一些人作为联络人，由他们负责收集签名，以避免过多的编辑者同时操作。

<details><summary>Original English</summary>

That
 Sunday
 night


the
 board
 replaced


Mira
 as
 interim
 CEO
 with


a
 new
 person
 and
 the
 company
 just


rebelled.


Like
 we'd
 actually
 been
 at
 the
 office,


we
 thought
 we
 were
 close
 to
 a
 deal
 and


>> To
 come
 back.


>> To come
 back.
 Yeah,
 we
 thought
 we
 had
 a


path
 and
 then


the
 board
 made
 that
 change
 and
 then


suddenly
 it
 was


everyone
 streaming
 out
 of
 the
 building


and
 it
 was
 just
 like
 real
 chaos.
 I
 was


on
 video
 calls
 with
 many
 of
 the
 people


who
 had
 been
 interested
 in
 coming
 to


this
 new
 this
 new
 company
 saying
 it's


going
 to
 be
 okay,
 we
 have
 a
 plan
 and
 we


expanded,
 you
 know,
 we've
 been
 building


this
 little
 life
 raft,
 right,
 for
 the


small
 set
 of
 people
 we
 expected
 to
 want


to
 come
 and
 suddenly
 it
 was
 like
 no
 one


wanted
 to
 be
 associated
 with
 this


entity,
 right?
 People
 wanted
 to


you
 know,
 stand
 up
 for
 what
 they
 viewed


as
 right.
 Then
 this
 petition
 starts
 to


circulate.
 So
 many
 people
 were
 trying
 to


sign
 the
 petition
 at
 once,
 it
 actually


crashed
 Google
 Docs.
 And
 so
 they
 you
 had


to
 have
 certain
 people
 who
 were


designated
 as
 the
 person
 you
 go
 to
 to


actually
 put
 your
 name
 on
 the
 document


so
 you
 don't
 you
 don't
 have
 too
 many


editors
 at
 once.

</details>

### 救赎的曙光：Ilya 的签名与重聚的希望

大概凌晨五点我才到家，睡了大约 45 分钟后醒来。查看 Twitter 时，我看到 **Ilya** 发布了消息，表示他已经签署了请愿书，并希望公司能够重归于好。那一刻，我感到了巨大的宽慰和感激，仿佛一切都还能挽回，我们能够重回正轨。你和 Ilya 是共同创造这一切的。在他离开之后，你们是如何重建这种关系的？

寻找回那种关系确实很艰难。那无疑是一段非常亲密的关系，你甚至曾是我民事婚礼的主婚人。我们一起经历过极其艰难的时刻。就像任何一段关系一样，我们总会有起伏。之后，我们花了很多时间深入交谈，努力去理解和清晰地表达那些积累在我们之间、或从未说出口的事情。我认为我们走过了那个过程，到达了一个非常好的状态，并且就发生的一切达成了真正的了结。

最终，大家都回来了。我必须说，这并非板上钉钉，因为整个周末，竞争对手都在伺机而动，简直像一场“逐食盛宴”。人们都在积极争取，纷纷收到邀请。但令人难以置信的是，我们竟然没有在那一周内失去任何一个人。没有人接受竞争对手的提议。我认为这简直太不可思议了。这确实是一个“钻石时刻”。

<details><summary>Original English</summary>

You
 know,
 I
 probably


got
 home
 around
 like
 5:00
 a.m.
 or


something,
 went
 to
 sleep
 and
 I
 woke
 up


like
 45
 minutes
 later
 and
 I
 checked


Twitter
 and
 I
 saw
 that
 Ilya
 had
 posted


and
 had
 signed
 the
 petition
 and
 it
 said


that
 he
 wanted
 the
 company
 to
 come
 back


together
 and
 that
 was
 this
 real
 moment


of
 relief.
 I
 felt
 so
 much
 gratitude
 that


it
 just
 felt
 like
 okay,
 like
 we
 can
 put


this
 back
 together,
 we
 can
 get
 back
 to
 a


good
 track.
 You
 and
 Ilya
 had
 built
 this


together.
 What
 was
 it
 like
 trying
 to


find
 your
 way
 back
 to
 that
 relationship


after?
 Look,
 it
 was
 tough.
 It
 was


definitely
 that
 was
 definitely
 a
 very


close
 relationship.
 You'd
 been
 the


officiant
 at
 my
 civil
 ceremony.


Right,
 we'd
 been
 through
 extremely
 tough


times
 together
 and
 like
 any


relationship,
 you
 always
 have
 your
 ups


and
 downs
 and
 we
 spent
 a
 lot
 of
 time


afterwards
 really
 talking
 things
 through


and
 really
 trying
 to
 understand
 and
 just


articulate
 some
 of
 the
 things
 that
 we


had
 let
 build
 up
 or
 had
 left
 unsaid


between
 us
 and
 I
 think
 that
 we
 got
 to


through
 that
 process,
 I
 think
 we
 had


gotten
 to
 a
 really
 good
 place
 and
 I
 felt


like
 we
 got
 to
 closure
 on
 on
 everything


that
 had
 happened.
 And
 so
 eventually


everybody
 comes
 back.
 I'll
 tell
 you
 it


was
 not
 guaranteed
 because


throughout
 that
 weekend
 all
 the


competitors
 were
 circling.
 Just
 imagine


this
 like
 feeding
 frenzy.
 People
 were


shaping
 up
 to
 do,
 people
 were
 getting


offers


and
 we
 actually
 did
 not
 lose
 a
 single


person
 through
 that
 weekend.
 No
 one


accepted
 a
 competing
 offer.
 I
 think


that's
 incredible.
 Yeah,
 it
 was
 a
 very


that
 was
 a
 diamond
 moment.

</details>

### 内省与坚韧：在不确定中找寻动力

经历了这一切之后，你选择休息了一段时间。你内心的状态是怎样的？那是一段极其紧张的经历，回归也是如此。老实说，这是我在 OpenAI 经历过的最艰难的时刻之一，就是 Ilya 离开的时候。那可能是在 OpenAI 历史上，我感到自己不想再继续下去的唯一时刻。我想我需要一些时间来重新找回我为什么要做这件事，为什么它如此重要，以及为什么它值得承受痛苦。

如果让我打开一个 Google 文档，用一页纸写下你从 Sam 被赶下台、你辞职、激发了所有这些忠诚，到休息一段时间然后回归的过程中，学到了关于自己的什么？我想我学到的是，要坚持去做那些值得的事情。如果你有一个重要的使命，那么即使经历起伏，也要继续前进。总会有那么一些时刻，感觉一切都完了，或者一切又回来了，但你绝不能让这些时刻将你引离航道。我认为，在这些时刻，你必须成长出强大的个人韧性，因为如果你是领导者，人们会看着你，需要你展现稳定、支持和方向。我想，我在成长过程中学到很多的是，要能够既理解我们所做事情的细节，以及一个选择会带来什么影响，同时又要果断。

我承认，有过一些时刻，我认为我处理 OpenAI 的方式更多的是一种不确定感，感觉我不知道正确的答案是什么，不知道如何构建这项技术，或者如何回答那些棘手的伦理问题。但 OpenAI 有很多非常聪明的人，他们有非常坚定的意见。因此，我必须努力去理解所有这些意见，并找出如何将它们结合起来。有时这样做是正确的，有时你会意识到这些意见是相互矛盾的，不可能同时成立。有时，你只能做出选择，而这意味着会有人感到不满，会有人辞职，会有人感到被冷落。我认为，我一直在努力的是建立更强的自我认知，以及在有明确信念时，能够坚定地采取行动。这并不总是最容易的，你确实需要愿意承担巨大的个人痛苦。

正如 Ilya 所说：“如果你在痛苦，说明你还在创造价值。” 我认为这句话有深刻的真理。

<details><summary>Original English</summary>

After
 all
 of
 this
 happened,
 you
 took


some
 time
 off.
 What
 was
 going
 on


internally
 with
 you?
 That
 was
 an
 intense


experience
 to
 go
 through,
 an
 intense


experience
 to
 come
 back
 to
 and


honestly
 just


one
 of
 the
 hardest
 moments
 for
 me
 at


Open
 AI
 was


when
 Ilya
 left.
 It
 was
 maybe
 the
 only


moment
 in
 Open
 AI's
 history
 where
 I
 felt


like
 I
 didn't
 want
 to
 do
 it
 anymore.


I
 think
 I
 needed
 some
 time
 to


kind
 of
 find
 my
 way


back
 to
 remembering
 like
 why
 I
 was
 doing


this
 and
 why
 it
 was
 so
 important
 and
 why


it
 was
 worth
 the
 pain.


If
 I
 were
 to
 say
 like
 open
 a
 Google


document,
 write
 out
 sort
 of
 what
 you


learned
 about
 yourself
 on
 one
 page
 from


this
 whole


starting
 to
 Sam
 getting
 ousted
 to


quitting
 to
 inspiring
 all
 this
 loyalty


to
 the
 time
 off
 and
 then
 coming
 back,


what
 would
 you
 write?
 I
 think
 I've
 just


learned
 to
 just
 keep
 going
 for
 something


that's
 worth
 it.
 Right,
 if
 you
 have
 a


mission
 that
 matters,
 then
 the
 fact
 of


you
 keep
 going
 through
 the
 ups
 and
 the


downs.
 There
 going
 to
 be
 moments
 where


it's


it's
 all
 over


moments
 where
 it's
 where
 so
 back
 and
 you


just
 can't
 let
 those
 moments
 pull
 you


off
 course.
 And
 I
 think
 that
 the
 degree


of
 personal
 resilience
 that
 you
 have
 to


grow
 during
 these
 times
 because
 if


you're
 leading,
 people
 look
 to
 you
 for


that
 steadiness,
 for
 that
 support,
 for


the
 direction
 that
 the
 whole
 thing
 will


go.
 And
 I
 think
 that
 a
 lot
 of
 what
 I've


tried
 to


grow


with
 is
 to
 really


be
 able
 to
 both
 understand
 the
 details,


right,
 of
 what
 we're
 doing,
 what
 the


implication
 will
 be
 of
 a
 choice


but
 also
 be
 decisive.
 I
 think
 that
 that


there
 have
 been
 moments
 where
 I
 think


I've
 been


very
 much
 approaching
 Open
 AI
 through
 a


lens
 of
 uncertainty
 of
 feeling
 like
 I


don't
 know
 what
 the
 right
 answer
 is.
 I


don't
 know
 what
 the
 right
 way
 to
 build


this
 technology
 is
 or
 how
 do
 you
 answer


these
 very
 thorny
 questions.


But
 there's
 lots
 of
 people
 here
 who
 are


very
 smart,
 who
 have
 very
 strong


opinions
 and
 so
 really
 try
 to
 understand


all
 those
 opinions
 and
 figure
 out
 how
 to


put
 them
 together.
 And
 sometimes
 that's


the
 right
 thing
 and
 sometimes
 that
 you


realize
 that
 the
 opinions
 are
 mutually


contradictory,
 they
 can't
 all
 be
 true
 at


once.
 And
 sometimes
 you
 do
 just
 have
 to


pick
 and
 you
 know
 that
 means
 that


there's
 going
 to
 be
 someone
 who's
 going


to
 be
 upset,
 someone
 who's
 going
 to


quit,
 someone
 who's
 going
 to
 feel


slighted
 and
 I
 think
 that
 a
 lot
 of
 what


I've
 tried
 to
 do
 is
 have
 a
 stronger


sense
 of
 self
 and
 a
 stronger
 sense
 of


when
 there
 is
 conviction


that
 we
 need
 to
 act
 on
 it.
 Not
 always


the
 easiest,
 right,
 that
 you
 really
 do


have
 to
 be
 willing
 to
 take
 on
 great


personal
 pain.
 Like
 in
 the
 words
 of


Ilya,
 Ilya
 always
 says
 that
 you
 have
 to


suffer.


Right,
 if
 you're
 not
 suffering,
 like


you're
 not
 building
 value.


And
 I
 think
 there's
 deep
 truth
 to
 it.


Double
 click
 on
 that.
 This
 picture
 of


suffering
 was
 something
 that
 that
 we


thought
 about
 throughout
 the
 course
 of


Open
 AI
 where
 it's
 like
 we
 had
 so
 much


uncertainty
 from
 the
 beginning.
 Is
 this


thing
 going
 to
 work?
 And
 there's
 many


reasons
 why
 it
 might
 not
 work,
 why
 it


should
 not
 work,
 why
 you
 could
 even
 say


it
 cannot
 work,
 right,
 whether
 it's
 how


do
 you
 get
 the
 people,
 how
 do
 you
 pursue


the
 technology
 like
 how
 do
 you
 get


enough
 capital,
 how
 do
 you
 keep
 people


motivated,
 like
 how
 do
 you
 make
 the


right
 decisions,
 like
 each
 of
 these


things
 is
 extremely
 hard,
 extremely


uncertain
 and
 it's
 easy
 to
 just
 sweep


the
 problems
 under
 the
 rug
 and
 just


blindly
 say
 go.
 And
 I
 think
 that
 is
 the


negative
 side
 of
 like
 Silicon
 Valley


culture,
 right,
 certainly
 Silicon
 Valley


perception.
 But
 I
 don't
 think
 that
 works


in
 AI
 and
 I
 don't
 think
 that
 works
 for


Open
 AI.
 I
 don't
 think
 that's
 how
 we've


operated
 ever.
 I
 think
 the
 way
 that
 we


have
 always
 operated
 is
 to
 say
 encounter


the
 hard
 truth
 understand


science
 the
 reality
 as
 it
 is
 and
 that
 is


I
 think
 something
 that
 has
 contributed


to
 the
 successes
 we
 have
 had
 of
 thinking


about
 the
 problems
 differently,
 of
 not


being


happy
 with
 even
 in
 the
 early
 days,
 we're


thinking
 about
 okay,
 if
 we
 just
 write


some
 papers


and
 publish
 them
 it'll
 be
 great,
 we'll


get
 citations,
 we'll
 get
 you
 know,
 we'll


be
 the
 coolest
 people
 at
 these


conferences,
 but
 will
 we
 achieve
 the


mission?


Like
 how
 is
 it
 that
 you
 do
 that
 activity


and
 then
 AGI
 goes
 better
 for
 the
 world?


They're
 not
 connected,
 right,
 it's
 not


enough.
 Maybe
 it's
 a
 foundation,
 maybe


it's
 a
 step,
 but
 it
 is
 not
 sufficient.


And
 so
 then
 you
 start
 really
 thinking


about
 these
 bigger
 picture
 questions
 of


well,
 what
 it
 would
 what
 would
 it
 take


to
 build
 an
 AGI?
 And
 not
 pleasant,


right,
 because
 you
 realize
 there's
 no


path.
 You
 realize
 you
 need
 dollars.


You
 don't
 have
 any
 mechanism
 that's


going
 to
 allow
 you
 to
 raise
 dollars
 and


you
 can
 try
 hard.
 We
 did
 try
 hard,
 we


tried
 extremely
 hard,
 but
 you
 know,


maybe
 you're
 raising
 100
 million


dollars,
 you
 could
 do
 500
 million


dollars,
 great.
 But
 a
 billion?


Pretty
 hard.
 And
 you
 look
 at
 what
 Open


AI
 has
 been
 able
 to
 accomplish
 with
 the


resources
 we
 have
 been
 able
 to
 raise
 to


further
 that
 mission,
 there
 truly
 would


be
 no
 other
 way
 to
 do
 it
 besides
 having


leaned
 into
 the
 suffering
 and
 trying
 to


understand
 the
 truth
 of
 what
 it
 is
 we're


trying
 to
 accomplish.


>> [music]

</details>

### AGI 使命与真相：直面挑战，方能前行

“遭受痛苦”——这个关于痛苦的画面，是我们 **OpenAI** 在整个过程中反复思考的。从一开始，我们就面临着巨大的不确定性：这个事物（AGI）能否成功？有很多原因可能导致它失败，或者它根本就不应该成功，甚至可以说是“不可能”成功。例如，我们如何吸引人才？如何推进技术？如何获得足够的资金？如何保持团队的积极性？如何做出正确的决策？所有这些都是极其困难、极其不确定的。

很容易就将问题掩盖起来，然后盲目地前进。我认为这是硅谷文化（或者说硅谷的某种认知）的负面一面。但我不认为这适用于 AI 领域，也不适用于 OpenAI。我一直认为，我们公司的运作方式是：直面硬道理，理解现实的科学和真相，并以此为依据。我认为，这正是我们取得成功的原因之一——我们以不同的方式思考问题。即使在早期，我们也没有安于现状，仅仅是写几篇论文、发表一下，然后沾沾自喜地认为自己是会议上最酷的人，但我们是否能实现使命？如何让 **AGI (Artificial General Intelligence)** 最终造福世界？这两者之间并非必然联系。这也许是一个基础，一个步骤，但绝非充分条件。

因此，我们开始认真思考这些更宏大的问题：构建一个 AGI 需要什么？这并非一个愉快的思考过程，因为你会意识到，几乎没有可行的路径。你会意识到你需要大量的资金，而我们当时没有任何机制能够筹集到这些资金。你可以努力尝试，我们确实付出了极大的努力，但也许你能筹集到一亿、五亿美元，但要达到十亿美元的规模，那就非常困难了。

现在，看看 OpenAI 凭借我们筹集到的资源实现了什么，以推进我们的使命，这确实别无他法，只能通过“拥抱痛苦”，并努力去理解我们所要完成之事的真相。

<details><summary>Original English</summary>

Double
 click
 on
 that.
 This
 picture
 of


suffering
 was
 something
 that
 that
 we


thought
 about
 throughout
 the
 course
 of


Open
 AI
 where
 it's
 like
 we
 had
 so
 much


uncertainty
 from
 the
 beginning.
 Is
 this


thing
 going
 to
 work?
 And
 there's
 many


reasons
 why
 it
 might
 not
 work,
 why
 it


should
 not
 work,
 why
 you
 could
 even
 say


it
 cannot
 work,
 right,
 whether
 it's
 how


do
 you
 get
 the
 people,
 how
 do
 you
 pursue


the
 technology
 like
 how
 do
 you
 get


enough
 capital,
 how
 do
 you
 keep
 people


motivated,
 like
 how
 do
 you
 make
 the


right
 decisions,
 like
 each
 of
 these


things
 is
 extremely
 hard,
 extremely


uncertain
 and
 it's
 easy
 to
 just
 sweep


the
 problems
 under
 the
 rug
 and
 just


blindly
 say
 go.
 And
 I
 think
 that
 is
 the


negative
 side
 of
 like
 Silicon
 Valley


culture,
 right,
 certainly
 Silicon
 Valley


perception.
 But
 I
 don't
 think
 that
 works


in
 AI
 and
 I
 don't
 think
 that
 works
 for


Open
 AI.
 I
 don't
 think
 that's
 how
 we've


operated
 ever.
 I
 think
 the
 way
 that
 we


have
 always
 operated
 is
 to
 say
 encounter


the
 hard
 truth
 understand


science
 the
 reality
 as
 it
 is
 and
 that
 is


I
 think
 something
 that
 has
 contributed


to
 the
 successes
 we
 have
 had
 of
 thinking


about
 the
 problems
 differently,
 of
 not


being


happy
 with
 even
 in
 the
 early
 days,
 we're


thinking
 about
 okay,
 if
 we
 just
 write


some
 papers


and
 publish
 them
 it'll
 be
 great,
 we'll


get
 citations,
 we'll
 get
 you
 know,
 we'll


be
 the
 coolest
 people
 at
 these


conferences,
 but
 will
 we
 achieve
 the


mission?


Like
 how
 is
 it
 that
 you
 do
 that
 activity


and
 then
 AGI
 goes
 better
 for
 the
 world?


They're
 not
 connected,
 right,
 it's
 not


enough.
 Maybe
 it's
 a
 foundation,
 maybe


it's
 a
 step,
 but
 it
 is
 not
 sufficient.


And
 so
 then
 you
 start
 really
 thinking


about
 these
 bigger
 picture
 questions
 of


well,
 what
 it
 would
 what
 would
 it
 take


to
 build
 an
 AGI?
 And
 not
 pleasant,


right,
 because
 you
 realize
 there's
 no


path.
 You
 realize
 you
 need
 dollars.


You
 don't
 have
 any
 mechanism
 that's


going
 to
 allow
 you
 to
 raise
 dollars
 and


you
 can
 try
 hard.
 We
 did
 try
 hard,
 we


tried
 extremely
 hard,
 but
 you
 know,


maybe
 you're
 raising
 100
 million


dollars,
 you
 could
 do
 500
 million


dollars,
 great.
 But
 a
 billion?


Pretty
 hard.
 And
 you
 look
 at
 what
 Open


AI
 has
 been
 able
 to
 accomplish
 with
 the


resources
 we
 have
 been
 able
 to
 raise
 to


further
 that
 mission,
 there
 truly
 would


be
 no
 other
 way
 to
 do
 it
 besides
 having


leaned
 into
 the
 suffering
 and
 trying
 to


understand
 the
 truth
 of
 what
 it
 is
 we're


trying
 to
 accomplish.


>> [music]

</details>