As an Ethiopian I find the Olympics to be a very exciting event that I cherish every four years just like the World Cup. Of course my focus is on long distance running where Ethiopians have a history of bringing home the gold along with our Kenyan neighbors. One particular competition in which Ethiopians have little to no history but that I find compelling nonetheless is the short distance relay race. These races are especially exciting at the exchange points in between the legs of the race where athletes exchange batons. We get tense and apprehensive that the pass off will go terribly wrong. But it would be even more exciting if exchange was not necessarily confined to the runners' respective teams and lanes. Of course this makes little sense in four leg races because if runners had the options of giving their baton to any runner in the succeeding leg, they very likely will give it to their own team mate to have their team win. This is not the case in "corporate relay races".
Companies and even nations run their own kind of relay race, competing year after year on profit margins. Along the way they bring on employees, the workhorses who convert strategy into motion and whose productivity determines how far the company advances before the next handoff. Each hiring decision is an exchange point where a company chooses who will carry the baton next. This becomes especially charged when the discussion turns to immigrant employment.
When it comes to hiring foreigners, many Americans and people from other developed nations feel uncomfortable. The most nationalist among them see it as a disinheritance of something that is heritably theirs. But addressing a strawman of this position is also pointless, so let’s give it a fair shake. A more reasonable, let’s say patriotic, take might go like this: the different nations of the world are on different lanes in a relay race, and hiring a foreigner is like handing your baton and subsequent edge to someone in a different lane because he/she will go far faster with it and will be legally and bureaucratically obligated to keep it in your lane for your team's benefit. A more conservative take is that he/she will manage to and choose to keep the advantage in his lane. In my opinion the truth is somewhere in between these takes. I fundamentally disapprove of the inheritance mindset, but I understand the more reasonable concern of lanes. The lane problem is a softer version of AI's alignment problem in that, in both, you hand your objective to an agent and the question is whether that capability stays pointed at your interests or drifts elsewhere.
One major difference between an actual relay race and a company's hiring history is time. In the latter, the number of "legs" and their durations are unknown, though we have some idea of both. If we reduce a company to a single role that exists across all companies, say the CTO, then the number of legs is far greater than four, and the duration of each leg is far more variable than the fixed length of a leg in a relay race.
The race, then, must be decided by time rather than distance. That time should be long and arbitrary, meaning random, to mimic the real world, where companies run over long, undetermined spans. At some final random time τ, we stop the clock and ask which lane's runners have covered the most ground.
The model
To make this precise I built a small reinforcement learning environment, RLRelayRace, with the help of Claude and let synthetic agents play the game. The race works like this. A runner can carry a baton at most once, and a baton can only leave an exchange zone by being handed to some lane's still-unused next-leg runner. At the random bell τ, the race stops.
A full ten-leg race. Each row tracks one baton; the dot's fill is the lane of the runner carrying it, the ring is the employer who hired that runner and earns the leg, and the pulse marks a handoff. In this episode the bell rings at step 184: three batons finish the track, one is caught mid-leg.
At each exchange zone, whoever controls the baton is the employer. It may hire any lane's next-leg runner, including its own, and the hire relocates: the leg's distance is credited to the employer's lane, because output accrues where a person works, not where they were born. But the hire's loyalty does not automatically relocate with them. When the leg ends, the decision about where the baton goes next belongs to the employer with probability λ, and to the runner's original lane with probability 1 − λ.
That dial, λ, which I call the assimilation parameter, is the entire immigration debate compressed into one number. At λ = 0, loyalty never leaves home: hire a foreigner and you collect their output for one leg, but their home lane inherits your venture's next decision. At λ = 1, the hire fully assimilates and the employer keeps control forever. The conservative take says the world runs at λ = 0; the sunnier take says λ = 1. Of course the truth is somewhere in between.
A lane's score is the total ground its hires cover before the bell, plus a small bonus for its rank among the lanes.
An early draft of this experiment fixed every runner's speed across training and evaluation. A tabular policy indexed by lane can then simply memorize which runners are fast, and its results say nothing beyond that speed table. So in the final protocol, all forty runner speeds are redrawn every single episode, in training and evaluation alike, and the agents' representation is built so that memorization is impossible even in principle: their actions are speed-ranked slots (keep your own runner, or hire the fastest, second-fastest, or third-fastest foreign candidate) and their state sees only the zone, availability, and the speed gap between the best foreign candidate and their own. Nothing in the state or the action names a lane. Whatever such an agent learns is necessarily a rule that transfers to runners it has never seen.
Evaluations use two hundred held-out speed draws, seed-matched so that every policy faces identical runners and bell times. The head-to-head test drops one lane playing the tested policy into a race against three keep-home lanes, rotated through all four seats so the keep-home-versus-keep-home null is exactly 2.500. And as a control, we keep a memorizing policy from the fixed-speed draft.
Each panel follows one baton through the ten legs; each node names the leg and which lane's runner carried it (color = carrier's lane).
Each policy plays one lane against three keep-home lanes, rotated through all four seats so the keep-home null is exactly 2.500 (lower rank is better).
λ = 1, full assimilation:
| Policy | Foreign-hire | Head-to-head rank |
|---|---|---|
| Learned | 60.4% | 1.60 |
| Hire the fastest | 61.6% | 1.49 |
| Memorizer (fixed-draw control) | 61.5% | 2.55 |
| Classic (keep home) | 0.0% | 2.500 (null) |
When hires assimilate, the learned agent discovers a real hiring rule: it hires abroad 23% of the time when its own runner is fastest, rising to 97% at a large speed gap, and nearly matches the provably near-optimal hire-the-fastest. The memorizer, trained on fixed speeds, lands on the null: on fresh runners, everything it "knew" evaporates.
It turns out here that the learner does something special with timing. On the discretionary calls, where a foreigner is only slightly faster, the agent keeps its own runner early and opens up late. Early in the race, decision rights matter for many future handoffs, so an employer guards them; later it cashes them for whatever speed is on offer. Forbidding the policy to see the clock costs most of its edge, which is why we have confidence that timing is something the learning points to beyond the two λ poles.
λ = 0, loyalty stays home:
| Policy | Foreign-hire | Head-to-head rank |
|---|---|---|
| Learned | 15.8% | 2.85 |
| Memorizer (fixed-draw control) | 29.3% | 3.16 |
| Hire the fastest | 60.6% | 3.37 |
| Classic (keep home) | 0.0% | 2.500 (null) |
When loyalty stays home, control outweighs even a large speed gap, and the same architecture converges to heavy protectionism (~16% openness).
Suppose you do not know your world's λ and weight the dial uniformly. Training learned agents at each of five settings and running the same head-to-head gives:
| λ | 0 | 0.25 | 0.5 | 0.75 | 1 | Average |
|---|---|---|---|---|---|---|
| Learned (per-λ) | 2.85 | 2.99 | 2.85 | 2.68 | 1.60 | 2.59 |
| Hire the fastest | 3.37 | 3.04 | 2.80 | 2.46 | 1.49 | 2.63 |
| Classic (keep home) | 2.50 | 2.50 | 2.50 | 2.50 | 2.50 | 2.50 |
The learned agents' openness thaws quickly with the dial (16, 45, 51, 49, 60 percent), but paying off is another matter: the learned rule beats keep-home only at the very top, and averaged across the dial the boring strategy wins. Also, a pure keep-home lane dropped into the learned populations outranks the natives everywhere except full assimilation (2.24, 2.23, 2.24, 2.37, then 3.04 at λ = 1), an average of 2.42. So under an agnostic prior, protectionism is this game's robust default. The learned approach is the best of the strategies capable of openness when we have suboptimal assimilation. In that regime, the trained agents typically outshine the simple rule of hiring the fastest/best.
The assimilation parameter is key here. In a world where hires assimilate, the winners are talent magnets: refusing to hire the best available is catastrophic, and the most open lane runs away with the race. In a world where allegiance stays home, the winners are retainers, and the agents themselves converge on keeping the baton in the lane for the most part. The disagreement worth having is not "is immigration good," which the model cannot answer, but "what is λ," which is a question about people's mindset and belonging.
Before concluding I would like to remind you that this is a toy problem in dire need of nuance. But I think it is a good analytical place to start to think about immigration, brain drain, assimilation, and maybe even AI alignment. It is also a whimsical reformulation of relay races that might be fun to try in real life.
Zooming out, I think this exercise belongs to a new era of thought experiments: thought experiments of thoughtful agents. The classic thought experiment ponders the decision-free dynamics of objects and asks the reader to supply all of the reasoning. Here we pose the situation, and synthetic agents do the other half of the work: they find the strategy we did not script and hand back a result. Hopefully, this leads to clearer and more successful human enterprises.