Steam ID: STEAM_0:1:49540707
Discord name: @terry.a
For how long have you played on CG SCP: Joined around end of 2023.
Age: 26
In what country are you located?:
USA
Time zone: Mountain
Character name(s): Terry (Terry the ###th) ~470th
Civilian name: Barry the 2nd
What server are you applying for?: USA
Do you have a mic?: Yes
-
List all whitelisted, MTF, or CI roles that you hold or have held:
IA Ambassador & ISD Inspector
ISD Commissioner
ISD Director
Site Advisor
-
Have you received any kicks/bans/warning? and why?:
No.
-
What Ethics Committee role are you applying for, and why:
I am applying to the Ethics Committee Member position. Ever since my promotion to Director of ISD in March, I have been working closely alongside the Ethics Committee to accomplish the joint mission of ensuring the sanctity of the site and maintaining secure operations. I believe my strong discretion, experience, and level headed approach to leadership makes me a good fit for approaching this role.
I also believe my vocal efforts to bring to light the overall documentation and policy accessibility within the Site can be continued as I enter a position like this. I will continue to do my best to ensure efficient leadership is expressed in properly digestible formats. I would like to momentarily acknowledge and appreciate members of FC/SA and other departments who have been receptive to get the ball rolling on this multi-department effort.
-
What makes you the best candidate for the Ethics Committee?:
I believe I am most strongly suited to be a member of the Ethics Committee because of my overall leadership approach and level of discretion. During my 8 month tenure in my ISD Senior Leadership position, 5 months of which were spent as Director, I exercised a great deal of individual decision making to ensure the direction of my department stayed true to the path of fairness, competence, and fun. I would say that a decent part of my time as Director was spent learning the path on my own and feeling it out with support from EC and SA, to which I am indebted; great leaders are forever students.
I advocated for my people and leveraged my personal and prior managerial experience to act as a fair and just leader. I filled gaps in our handbooks and guidelines to ensure documentation met expectations. I often times approached situations with modesty about giving others the benefit of the doubt. I strived to be impartial and use enforcement as a learning mechanism instead of purely attempting to punish others for their mistakes, or letting emotions cloud my judgement. I consider myself to be quite diplomatic in that regard.
I believe strongly in the following principles:
- Hanlon's Razor: "Never attribute to malice that which is adequately explainedby stupidity [sic]" by a lack of knowledge.
- Dunning–Kruger Effect: In short, people sometimes don't know what they don't know (i.e. if you don't know something exists, how are you supposed to know that you don't know about it?).
I believe that many mistakes or misdeeds can often be explained by a lack of general knowledge or specific understanding; not that people are just "stupid." The fact of the matter is that this is a very complex gameplay environment with a lot of moving variables and "a million ways to die" so it's important to remember that many people don't have hundreds of hours of experience, and don't have every SCP number and every chemical composition memorized.
This is why I often give players warnings and explanations regarding why they were in trouble within the context of a particular situation. Many here are quick to judgement and I prefer to let others understand why something is the way it is; sometimes people are more receptive to this.
I also apply this principle to my leadership strategy by giving my personnel the opportunity to learn and adjust their ways. I always hesitate to instantly deliver very harsh punishments and reserve such actions for moments when it is most clearly warranted and justified.
- Color of Law vs Letter of Law: When a rule is written, it is important to evaluate the purpose and intent of that rule when choosing to enforce it. Understanding the intentionality of a policy helps you interpret how to approach enforcing it.
For example, recently I was witness to a group arrest where 3 guards were detained for entering Inner D-Block without authorization. After speaking to them, I took the opportunity to explain that although I understood their actions were not intentionally done to violate policy, they must understand that the reason we want to prevent unauthorized entry to inner D-Block is not because we want to control people's behavior and be overbearing, but because when leadership is involved in the process of authorizing a sweep, they are capable of tracking the sweep's status, requesting additional support, and coordinating the overall sweep effort. Whereas if 3 people enter on their own without due regard or communication to anyone else...suddenly nobody on site is aware that the prison is left without guards and that just a handful have gone in alone without any oversight or support. It's about communication, coordination, and teamwork. Two were receptive and released with a warning, a third was not immediately receptive, but post-arrest came back to me and was apologetic; I appreciated this as, although I wasn't seeking an apology, I understood that they now had understood what I was saying.
- Metrics suck. Law of bad metrics / Goodhart's law:
Quotas tend to suck and any clearly communicated metric will often quickly become a stale metric in terms of being used to extrapolate for the purpose of measuring the overall health of a system or organization.
For example, if we measured ISD's success based solely on how many arrests they made; this would be an awful metric and would create a fairly negative response-loop in the context of gameplay.
- Great leaders are forever students, first to acknowledge when they don't know something. A leader's duty is not to know everything or understand every component; rather it is their responsibility to take in context, consider the angles and positions of numerous stakeholders, and deliver a balanced conclusion or decision while leveraging their discretion and leaning on other leaders. You can never please everyone, but you should make an effort to be fair, impartial, and piss off as few people as possible within reason. Remember this is a video game.
-
What are the responsibilities of the Ethics Committee in RP?:
Within RP, the Ethics Committee is responsible for determining and implementing the Foundation's Ethical principles. The EC applies their judgement to create the Ethicality Guidelines within the context of the core mission being set forth by the Overseers.
This then guides and informs the broader mission-focus of the organization. Effectively, the Foundation must accomplish its mission (set forth by Overseers) within the ethical guardrails set forth by the committee which has the intention of reducing unnecessary/undue harm and minimizing organizational risk. At the end of the day, the core mission and risk abatement/management is paramount to success.
A moral is an individual personal belief of right and wrong. Ethics are an organization's established moral determination, essentially, what the organization has deemed to be moral and acceptable behavior or conduct to be executed on-behalf-of/by the organization, regardless of individual moral beliefs that private persons may hold.
We rely on O1 and ISD to (through their own means / or sometimes jointly together) enforce the committee's ethicality expectations, along with using our authority to press these standards onto individual departments throughout the Foundation's bureaucratic makeup.
The committee is responsible for providing direct oversight and functional administrative support to the Internal Security Department, a task I am extremely qualified for given my experience. Additionally, providing ethicality oversight to other departments, ensuring their operations are being appropriately executed, without necessarily directing their day-to-day functions.
The committee also administrates a group of assistants to support its day-to-day functions throughout the Foundation's facilities.
Atop activities like issuing orders or requesting audits, we would also be expected to create RP, especially RP for departments close to us like O1 and ISD. Whether that be creating a bureaucratic/RP conflict, or being a party involved in the conflict...we need to give our people stuff to do, whether that be O1, ISD, ECAs, or any other department.
Lastly, the committee implements and provides high level judgement for the Foundation's internal administrative judicial system in the interest of #conflict_resolution.
-
What are the responsibilities of the Ethics Committee out of RP (e.g. what applications do they handle?):
OOC, the Ethics Committee is responsible for aligning and liaising with different department leadership to ensure that they are providing the necessary support as FC to induce a environment that supports RP.
IC and OOC they are responsible for the curation of Ethicality guidelines; this is something I have been volunteering to support the ongoing "renovation" of; as a part of my broader push to improve the accessibility and quality of rules and policies throughout the game.
The ECMs/ECC also appoint/hire the Directors of ISD, O-1 Commanders, and ECAs.
The EC also handles some higher level appeals for things like senior level demotions.
-
Please give some lore about your Ethics Committee character and what storylines they would be involved in:
[***REPORT AMENDED***] DEPT: ASTRAL PLANE - RANK: BOARD - USER: THE BLACK PYRAMID
< This will only be Available/Exclusive for the Director >
< You are the Director now >
< You have seen the Foundation/Base >
< We hold the reins/law >
< Secrets/Instructions will be lost >
< We expect Independence/Dependence >
< You are Authority/Chosen One >
< The Bureau/Game needs you >
< Another crisis/workday resolved >
< With the Director's help >
< Ignore this message >
< We like/tolerate you very much >
< You are Prepared/Unprepared >
< for what comes next >
< the next task/chapter/stage >
< We will speak again >
< Good work/victory, Director >
< Trapped/Hooked/Hidden/Fed >
< Situation/Information is subject to change >
[***REPORT AMENDED***] DEPT: INTERNAL SECURITY - RANK: DIRECTOR - USER: TERRY THE 470TH
Everyone keeps wondering when Terry will reach 500. For now he's more concerned about who is leaving strange messages in his foundation career report. Surely it's not a big deal...right?
On a less suspicious note, Terry has delved into the idea of expanding his focus into a sitewide role/opportunity where he has been working on some projects alongside higher authorities. He still spends his day to day time running his department alongside his new co-Director. Together they have undertaken the continuation of the legacy of ISD.
Terry still doesn't have much information about his reincarnation blessing. He's beginning to wonder if it would even be worth asking the Executive Researchers to take a look into the matter, or if would just turn into a wild goose chase. For now, he has found some mild therapy in the potted plant he keeps within his office.
[***REPORT AMENDED***] DEPT: ASTRAL PLANE - RANK: BOARD - USER: THE BLACK PYRAMID
<Board/Audience/Request>
<Find/Need/Support>
<Esoteric world> requires <meaningful support>. <Director><Ash/Northmoor/Trench/Faden> asks to liaise. Provide <you can> <allow for access> to <PYRAMID> for <communicate>. Enter [data corrupted][data corrupted][data corrupted][data corrupted]. The board must communicate.
<We will provide> A MESSENGER TO [data corrupted] <advise [data corrupted][data corrupted]> [data corrupted]. Please accept <protected/envoy> to <board/deliver/messages>.
<STOP USE / [data corrupted] WRONG ? / PERSPECTIVE> <FILE LANGUAGE / ...? / IS DETECTIBLE>
How should we explain? This is <OPEN/SEEN BY ALL>.
<We are failing in translating hyperreal concepts>
<Ignore this message>
<Secrets/Instructions will be lost in translation>
<It is a direct link to [data corrupted]> They will <comprehend [data corrupted]>. They will not <understand/[data corrupted]/interpret>.
<You are Authority/Chosen One> We cannot <further/ensure/not> <explanation/limited/capability>.
[data corrupted]
[data corrupted]
[data corrupted]
\\\***UNAUTHORIZED ACCESS DETECTED***\\\
\\\***FILE ACCESS TERMINATED BY RAISA TECHNICIAN***\\\
\\\***FILE EDITS LOCKED BY RAISA TECHNICIAN***\\\
\\\***FILE FORWARDED TO RAISA SECURITY FOR REVIEW***\\\
[***REPORT OPENED***] DEPT: SITE ADMINISTRATION - RANK: ADVISOR- USER: TERRY THE 500TH
\\\***ACCESS DENIED***\\\
\\\***SESSION TERMINATED***\\\
Discord name: @terry.a
For how long have you played on CG SCP: Joined around end of 2023.
Age: 26
In what country are you located?:
USA Time zone: Mountain
Character name(s): Terry (Terry the ###th) ~470th
Civilian name: Barry the 2nd
What server are you applying for?: USA
Do you have a mic?: Yes
-
List all whitelisted, MTF, or CI roles that you hold or have held:
IA Ambassador & ISD Inspector
ISD Commissioner
ISD Director
Site Advisor
-
Have you received any kicks/bans/warning? and why?:
No.
-
What Ethics Committee role are you applying for, and why:
I am applying to the Ethics Committee Member position. Ever since my promotion to Director of ISD in March, I have been working closely alongside the Ethics Committee to accomplish the joint mission of ensuring the sanctity of the site and maintaining secure operations. I believe my strong discretion, experience, and level headed approach to leadership makes me a good fit for approaching this role.
I also believe my vocal efforts to bring to light the overall documentation and policy accessibility within the Site can be continued as I enter a position like this. I will continue to do my best to ensure efficient leadership is expressed in properly digestible formats. I would like to momentarily acknowledge and appreciate members of FC/SA and other departments who have been receptive to get the ball rolling on this multi-department effort.
-
What makes you the best candidate for the Ethics Committee?:
I believe I am most strongly suited to be a member of the Ethics Committee because of my overall leadership approach and level of discretion. During my 8 month tenure in my ISD Senior Leadership position, 5 months of which were spent as Director, I exercised a great deal of individual decision making to ensure the direction of my department stayed true to the path of fairness, competence, and fun. I would say that a decent part of my time as Director was spent learning the path on my own and feeling it out with support from EC and SA, to which I am indebted; great leaders are forever students.
I advocated for my people and leveraged my personal and prior managerial experience to act as a fair and just leader. I filled gaps in our handbooks and guidelines to ensure documentation met expectations. I often times approached situations with modesty about giving others the benefit of the doubt. I strived to be impartial and use enforcement as a learning mechanism instead of purely attempting to punish others for their mistakes, or letting emotions cloud my judgement. I consider myself to be quite diplomatic in that regard.
I believe strongly in the following principles:
- Hanlon's Razor: "Never attribute to malice that which is adequately explained
- Dunning–Kruger Effect: In short, people sometimes don't know what they don't know (i.e. if you don't know something exists, how are you supposed to know that you don't know about it?).
I believe that many mistakes or misdeeds can often be explained by a lack of general knowledge or specific understanding; not that people are just "stupid." The fact of the matter is that this is a very complex gameplay environment with a lot of moving variables and "a million ways to die" so it's important to remember that many people don't have hundreds of hours of experience, and don't have every SCP number and every chemical composition memorized.
This is why I often give players warnings and explanations regarding why they were in trouble within the context of a particular situation. Many here are quick to judgement and I prefer to let others understand why something is the way it is; sometimes people are more receptive to this.
I also apply this principle to my leadership strategy by giving my personnel the opportunity to learn and adjust their ways. I always hesitate to instantly deliver very harsh punishments and reserve such actions for moments when it is most clearly warranted and justified.
- Color of Law vs Letter of Law: When a rule is written, it is important to evaluate the purpose and intent of that rule when choosing to enforce it. Understanding the intentionality of a policy helps you interpret how to approach enforcing it.
For example, recently I was witness to a group arrest where 3 guards were detained for entering Inner D-Block without authorization. After speaking to them, I took the opportunity to explain that although I understood their actions were not intentionally done to violate policy, they must understand that the reason we want to prevent unauthorized entry to inner D-Block is not because we want to control people's behavior and be overbearing, but because when leadership is involved in the process of authorizing a sweep, they are capable of tracking the sweep's status, requesting additional support, and coordinating the overall sweep effort. Whereas if 3 people enter on their own without due regard or communication to anyone else...suddenly nobody on site is aware that the prison is left without guards and that just a handful have gone in alone without any oversight or support. It's about communication, coordination, and teamwork. Two were receptive and released with a warning, a third was not immediately receptive, but post-arrest came back to me and was apologetic; I appreciated this as, although I wasn't seeking an apology, I understood that they now had understood what I was saying.
- Metrics suck. Law of bad metrics / Goodhart's law:
Quotas tend to suck and any clearly communicated metric will often quickly become a stale metric in terms of being used to extrapolate for the purpose of measuring the overall health of a system or organization.
For example, if we measured ISD's success based solely on how many arrests they made; this would be an awful metric and would create a fairly negative response-loop in the context of gameplay.
- Great leaders are forever students, first to acknowledge when they don't know something. A leader's duty is not to know everything or understand every component; rather it is their responsibility to take in context, consider the angles and positions of numerous stakeholders, and deliver a balanced conclusion or decision while leveraging their discretion and leaning on other leaders. You can never please everyone, but you should make an effort to be fair, impartial, and piss off as few people as possible within reason. Remember this is a video game.
-
What are the responsibilities of the Ethics Committee in RP?:
Within RP, the Ethics Committee is responsible for determining and implementing the Foundation's Ethical principles. The EC applies their judgement to create the Ethicality Guidelines within the context of the core mission being set forth by the Overseers.
This then guides and informs the broader mission-focus of the organization. Effectively, the Foundation must accomplish its mission (set forth by Overseers) within the ethical guardrails set forth by the committee which has the intention of reducing unnecessary/undue harm and minimizing organizational risk. At the end of the day, the core mission and risk abatement/management is paramount to success.
A moral is an individual personal belief of right and wrong. Ethics are an organization's established moral determination, essentially, what the organization has deemed to be moral and acceptable behavior or conduct to be executed on-behalf-of/by the organization, regardless of individual moral beliefs that private persons may hold.
We rely on O1 and ISD to (through their own means / or sometimes jointly together) enforce the committee's ethicality expectations, along with using our authority to press these standards onto individual departments throughout the Foundation's bureaucratic makeup.
The committee is responsible for providing direct oversight and functional administrative support to the Internal Security Department, a task I am extremely qualified for given my experience. Additionally, providing ethicality oversight to other departments, ensuring their operations are being appropriately executed, without necessarily directing their day-to-day functions.
The committee also administrates a group of assistants to support its day-to-day functions throughout the Foundation's facilities.
Atop activities like issuing orders or requesting audits, we would also be expected to create RP, especially RP for departments close to us like O1 and ISD. Whether that be creating a bureaucratic/RP conflict, or being a party involved in the conflict...we need to give our people stuff to do, whether that be O1, ISD, ECAs, or any other department.
Lastly, the committee implements and provides high level judgement for the Foundation's internal administrative judicial system in the interest of #conflict_resolution.
-
What are the responsibilities of the Ethics Committee out of RP (e.g. what applications do they handle?):
OOC, the Ethics Committee is responsible for aligning and liaising with different department leadership to ensure that they are providing the necessary support as FC to induce a environment that supports RP.
IC and OOC they are responsible for the curation of Ethicality guidelines; this is something I have been volunteering to support the ongoing "renovation" of; as a part of my broader push to improve the accessibility and quality of rules and policies throughout the game.
The ECMs/ECC also appoint/hire the Directors of ISD, O-1 Commanders, and ECAs.
The EC also handles some higher level appeals for things like senior level demotions.
-
Please give some lore about your Ethics Committee character and what storylines they would be involved in:
[***ORIGINAL REPORT***]
Once Terry arrived at Site 65, he began experiencing strange symptoms that nobody in the medical team could explain. Eventually one of the researchers labelled his condition "Likely Exposure to SCP-#Unknown" and no further documented update has occurred since. Terry is known to experience sudden and almost instantaneous reincarnation upon any form of 'medical death' he experiences, though the reincarnation process also leaves out the last few hours of his memory, often leaving him confused about how he 'died' and why he is back in his office or bed. One doctor hypothesized that this was likely a form of defense mechanism implemented by whatever curse or effect causes Terry to reincarnate, which effectively prevents him from ever remembering his cause of death or what led up to it. Terry has started keeping track of his death-count to help him better gauge his state. Personnel throughout the facility are often in awe of how his numbers keep rising. One person yesterday even remarked "Terry you gotta stop dying man" and Terry simply acknowledged and agreed.
[***REPORT AMENDED***] DEPT: INTERNAL SECURITY - RANK: COMMISSIONER - USER: TERRY THE 372ND
Terry the 372nd continues to suffer from the curse (blessing?) which causes him to reincarnate and forget everything leading up to his "deaths." He hopes that one day his "condition" can be further studied by the Foundation, but for now he continues to persevere in his duties. Though he sometimes grows to miss his olden days of being at the CIA or the FBC, he has grown awfully fond of his new home at the Foundation and hopes it will remain as such for a long time to come; he has also grown as a person and has formed many new connections.
Terry's mission is very different now compared to when he first hit the front lines of D Block as a Cadet; now he's responsible for far more and often finds himself involved in important discussions and uniquely impactful situations which not only affect many Foundation staffers but also deeply resonate with himself. As a problem-solver and organizer at heart, Terry is enjoying his time here and believes that even if the Foundation may never understand and diagnose his condition, he can continue living in peace knowing he has a important role helping others and securing the Foundation's many mission objectives.
Once Terry arrived at Site 65, he began experiencing strange symptoms that nobody in the medical team could explain. Eventually one of the researchers labelled his condition "Likely Exposure to SCP-#Unknown" and no further documented update has occurred since. Terry is known to experience sudden and almost instantaneous reincarnation upon any form of 'medical death' he experiences, though the reincarnation process also leaves out the last few hours of his memory, often leaving him confused about how he 'died' and why he is back in his office or bed. One doctor hypothesized that this was likely a form of defense mechanism implemented by whatever curse or effect causes Terry to reincarnate, which effectively prevents him from ever remembering his cause of death or what led up to it. Terry has started keeping track of his death-count to help him better gauge his state. Personnel throughout the facility are often in awe of how his numbers keep rising. One person yesterday even remarked "Terry you gotta stop dying man" and Terry simply acknowledged and agreed.
[***REPORT AMENDED***] DEPT: INTERNAL SECURITY - RANK: COMMISSIONER - USER: TERRY THE 372ND
Terry the 372nd continues to suffer from the curse (blessing?) which causes him to reincarnate and forget everything leading up to his "deaths." He hopes that one day his "condition" can be further studied by the Foundation, but for now he continues to persevere in his duties. Though he sometimes grows to miss his olden days of being at the CIA or the FBC, he has grown awfully fond of his new home at the Foundation and hopes it will remain as such for a long time to come; he has also grown as a person and has formed many new connections.
Terry's mission is very different now compared to when he first hit the front lines of D Block as a Cadet; now he's responsible for far more and often finds himself involved in important discussions and uniquely impactful situations which not only affect many Foundation staffers but also deeply resonate with himself. As a problem-solver and organizer at heart, Terry is enjoying his time here and believes that even if the Foundation may never understand and diagnose his condition, he can continue living in peace knowing he has a important role helping others and securing the Foundation's many mission objectives.
[***REPORT AMENDED***] DEPT: ASTRAL PLANE - RANK: BOARD - USER: THE BLACK PYRAMID
< This will only be Available/Exclusive for the Director >
< You are the Director now >
< You have seen the Foundation/Base >
< We hold the reins/law >
< Secrets/Instructions will be lost >
< We expect Independence/Dependence >
< You are Authority/Chosen One >
< The Bureau/Game needs you >
< Another crisis/workday resolved >
< With the Director's help >
< Ignore this message >
< We like/tolerate you very much >
< You are Prepared/Unprepared >
< for what comes next >
< the next task/chapter/stage >
< We will speak again >
< Good work/victory, Director >
< Trapped/Hooked/Hidden/Fed >
< Situation/Information is subject to change >
[***REPORT AMENDED***] DEPT: INTERNAL SECURITY - RANK: DIRECTOR - USER: TERRY THE 470TH
Everyone keeps wondering when Terry will reach 500. For now he's more concerned about who is leaving strange messages in his foundation career report. Surely it's not a big deal...right?
On a less suspicious note, Terry has delved into the idea of expanding his focus into a sitewide role/opportunity where he has been working on some projects alongside higher authorities. He still spends his day to day time running his department alongside his new co-Director. Together they have undertaken the continuation of the legacy of ISD.
Terry still doesn't have much information about his reincarnation blessing. He's beginning to wonder if it would even be worth asking the Executive Researchers to take a look into the matter, or if would just turn into a wild goose chase. For now, he has found some mild therapy in the potted plant he keeps within his office.
[***REPORT AMENDED***] DEPT: ASTRAL PLANE - RANK: BOARD - USER: THE BLACK PYRAMID
<Board/Audience/Request>
<Find/Need/Support>
<Esoteric world> requires <meaningful support>. <Director><Ash/Northmoor/Trench/Faden> asks to liaise. Provide <you can> <allow for access> to <PYRAMID> for <communicate>. Enter [data corrupted][data corrupted][data corrupted][data corrupted]. The board must communicate.
<We will provide> A MESSENGER TO [data corrupted] <advise [data corrupted][data corrupted]> [data corrupted]. Please accept <protected/envoy> to <board/deliver/messages>.
<STOP USE / [data corrupted] WRONG ? / PERSPECTIVE> <FILE LANGUAGE / ...? / IS DETECTIBLE>
How should we explain? This is <OPEN/SEEN BY ALL>.
<We are failing in translating hyperreal concepts>
<Ignore this message>
<Secrets/Instructions will be lost in translation>
<It is a direct link to [data corrupted]> They will <comprehend [data corrupted]>. They will not <understand/[data corrupted]/interpret>.
<You are Authority/Chosen One> We cannot <further/ensure/not> <explanation/limited/capability>.
[data corrupted]
[data corrupted]
[data corrupted]
\\\***UNAUTHORIZED ACCESS DETECTED***\\\
\\\***FILE ACCESS TERMINATED BY RAISA TECHNICIAN***\\\
\\\***FILE EDITS LOCKED BY RAISA TECHNICIAN***\\\
\\\***FILE FORWARDED TO RAISA SECURITY FOR REVIEW***\\\
[***REPORT OPENED***] DEPT: SITE ADMINISTRATION - RANK: ADVISOR- USER: TERRY THE 500TH
\\\***ACCESS DENIED***\\\
\\\***SESSION TERMINATED***\\\
Game Master
Administrator
SCP-RP Staff
Platform Team
