Who it is for
For people who design or scrutinize AI preparedness policy and want it to enforce real risk mitigation rather than restate corporate promises.
Go beyond corporate promises: design AI preparedness policies that actually enforce risk mitigation, drawing on CSET and government frameworks.

Published preparedness frameworks read like binding safety commitments but function as discretionary corporate promises. You'll learn to separate a policy's stated intent from its actual enforcement power — the distinction that decides whether catastrophic frontier-AI risk is actually managed.
You've taken preparedness frameworks apart. Now you assemble one — starting from the failure mode you've seen repeatedly.
For people who design or scrutinize AI preparedness policy and want it to enforce real risk mitigation rather than restate corporate promises.
You can read any clause in a frontier lab's safety policy as a machine of permissions. When a model crosses a dangerous capability threshold, you say exactly what the lab is required to do — not what it vaguely intends.
A pledge to "evaluate dangerous capabilities before deployment" sounds binding until you ask the question that matters under pressure: who decides whether today's situation triggers the evaluation? If it's the same people who want to ship, you don't have a commitment.
You can pressure-test a governance board that looks airtight — powers separated, overrides recorded, audit log append-only — with the question that voids most of it: who pays the board's members, and what happens to revenue if they say no?
Working from the inside out, you can read a clause for what it permits, find where commitments leak, bind discretion with if-then triggers, give evaluations teeth, allocate decision rights, and plug your policy into a government backstop.
Build the reference model in your own notes. For each tracked domain — Biological and Chemical, Cybersecurity, AI Self-improvement — name the THRESHOLD: what capability level is named (High, Critical, other), and who decides a model has approached it.
Before judging the Framework as merely weak, see the tension it sits inside. A preparedness policy must balance two failure modes: deploying a dangerous capability too soon, and binding the organization so rigidly that legitimate development stalls or the policy gets quietly abandoned as unworkable.
Carry this list into any commitment review.

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