At the start he’d thought that hiring only effective altruists created a special advantage—everyone in the company would trust each other’s motives, and so no one would need to waste time and energy doing the many things that people did to create trust among themselves. They could skip the one-on-one meetings, and the eye contact and the firm handshakes and, above all, the arguments about who deserved to be paid how much, and why. As it turned out, they couldn’t.
