# Tautologies Not Trivial

In mathematics and logic, one sometimes speaks of a “trivial truth” or “trivial theorem”, referring to a tautology. Thus for example in this Quora question, Daniil Kozhemiachenko gives this example:

The fact that all groups of order 2 are isomorphic to one another and commutative entails that there are no non-Abelian groups of order 2.

This statement is a tautology because “Abelian group” here just means one that is commutative: the statement is like the customary example of asserting that “all bachelors are unmarried.”

Some extend this usage of “trivial” to refer to all statements that are true in virtue of the meaning of the terms, sometimes called “analytic.” The effect of this is to say that all statements that are logically necessary are trivial truths. An example of this usage can be seen in this paper by Carin Robinson. Robinson says at the end of the summary:

Firstly, I do not ask us to abandon any of the linguistic practises discussed; merely to adopt the correct attitude towards them. For instance, where we use the laws of logic, let us remember that there are no known/knowable facts about logic. These laws are therefore, to the best of our knowledge, conventions not dissimilar to the rules of a game. And, secondly, once we pass sentence on knowing, a priori, anything but trivial truths we shall have at our disposal the sharpest of philosophical tools. A tool which can only proffer a better brand of empiricism.

While the word “trivial” does have a corresponding Latin form that means ordinary or commonplace, the English word seems to be taken mainly from the “trivium” of grammar, rhetoric, and logic. This would seem to make some sense of calling logical necessities “trivial,” in the sense that they pertain to logic. Still, even here something is missing, since Robinson wants to include the truths of mathematics as trivial, and classically these did not pertain to the aforesaid trivium.

Nonetheless, overall Robinson’s intention, and presumably that of others who speak this way, is to suggest that such things are trivial in the English sense of “unimportant.” That is, they may be important tools, but they are not important for understanding. This is clear at least in our example: Robinson calls them trivial because “there are no known/knowable facts about logic.” Logical necessities tell us nothing about reality, and therefore they provide us with no knowledge. They are true by the meaning of the words, and therefore they cannot be true by reason of facts about reality.

Things that are logically necessary are not trivial in this sense. They are important, both in a practical way and directly for understanding the world.

Consider the failure of the Mars Climate Orbiter:

On November 10, 1999, the Mars Climate Orbiter Mishap Investigation Board released a Phase I report, detailing the suspected issues encountered with the loss of the spacecraft. Previously, on September 8, 1999, Trajectory Correction Maneuver-4 was computed and then executed on September 15, 1999. It was intended to place the spacecraft at an optimal position for an orbital insertion maneuver that would bring the spacecraft around Mars at an altitude of 226 km (140 mi) on September 23, 1999. However, during the week between TCM-4 and the orbital insertion maneuver, the navigation team indicated the altitude may be much lower than intended at 150 to 170 km (93 to 106 mi). Twenty-four hours prior to orbital insertion, calculations placed the orbiter at an altitude of 110 kilometers; 80 kilometers is the minimum altitude that Mars Climate Orbiter was thought to be capable of surviving during this maneuver. Post-failure calculations showed that the spacecraft was on a trajectory that would have taken the orbiter within 57 kilometers of the surface, where the spacecraft likely skipped violently on the uppermost atmosphere and was either destroyed in the atmosphere or re-entered heliocentric space.[1]

The primary cause of this discrepancy was that one piece of ground software supplied by Lockheed Martin produced results in a United States customary unit, contrary to its Software Interface Specification (SIS), while a second system, supplied by NASA, expected those results to be in SI units, in accordance with the SIS. Specifically, software that calculated the total impulse produced by thruster firings produced results in pound-force seconds. The trajectory calculation software then used these results – expected to be in newton seconds – to update the predicted position of the spacecraft.

It is presumably an analytic truth that the units defined in one way are unequal to the units defined in the other. But it was ignoring this analytic truth that was the primary cause of the space probe’s failure. So it is evident that analytic truths can be extremely important for practical purposes.

Such truths can also be important for understanding reality. In fact, they are typically more important for understanding than other truths. The argument against this is that if something is necessary in virtue of the meaning of the words, it cannot be telling us something about reality. But this argument is wrong for one simple reason: words and meaning themselves are both elements of reality, and so they do tell us something about reality, even when the truth is fully determinate given the meaning.

If one accepts the mistaken argument, in fact, sometimes one is led even further. Logically necessary truths cannot tell us anything important for understanding reality, since they are simply facts about the meaning of words. On the other hand, anything which is not logically necessary is in some sense accidental: it might have been otherwise. But accidental things that might have been otherwise cannot help us to understand reality in any deep way: it tells us nothing deep about reality to note that there is a tree outside my window at this moment, when this merely happens to be the case, and could easily have been otherwise. Therefore, since neither logically necessary things, nor logically contingent things, can help us to understand reality in any deep or important way, such understanding must be impossible.

It is fairly rare to make such an argument explicitly, but it is a common implication of many arguments that are actually made or suggested, or it at least influences the way people feel about arguments and understanding.  For example, consider this comment on an earlier post. Timocrates suggests that (1) if you have a first cause, it would have to be a brute fact, since it doesn’t have any other cause, and (2) describing reality can’t tell us any reasons but is “simply another description of how things are.” The suggestion behind these objections is that the very idea of understanding is incoherent. As I said there in response, it is true that every true statement is in some sense “just a description of how things are,” but that was what a true statement was meant to be in any case. It surely was not meant to be a description of how things are not.

That “analytic” or “tautologous” statements can indeed provide a non-trivial understanding of reality can also easily be seen by example. Some examples from this blog:

Good and being. The convertibility of being and goodness is “analytic,” in the sense that carefully thinking about the meaning of desire and the good reveals that a universe where existence as such was bad, or even failed to be good, is logically impossible. In particular, it would require a universe where there is no tendency to exist, and this is impossible given that it is posited that something exists.

Natural selection. One of the most important elements of Darwin’s theory of evolution is the following logically necessary statement: the things that have survived are more likely to be the things that were more likely to survive, and less likely to be the things that were less likely to survive.

Limits of discursive knowledge. Knowledge that uses distinct thoughts and concepts is necessarily limited by issues relating to self-reference. It is clear that this is both logically necessary, and tells us important things about our understanding and its limits.

Knowledge and being. Kant rightly recognized a sense in which it is logically impossible to “know things as they are in themselves,” as explained in this post. But as I said elsewhere, the logically impossible assertion that knowledge demands an identity between the mode of knowing and the mode of being is the basis for virtually every sort of philosophical error. So a grasp on the opposite “tautology” is extremely useful for understanding.

# Employer and Employee Model of Human Psychology

This post builds on the ideas in the series of posts on predictive processing and the followup posts, and also on those relating truth and expectation. Consequently the current post will likely not make much sense to those who have not read the earlier content, or to those that read it but mainly disagreed.

We set out the model by positing three members of the “company” that constitutes a human being:

The CEO. This is the predictive engine in the predictive processing model.

The Vice President. In the same model, this is the force of the historical element in the human being, which we used to respond to the “darkened room” problem. Thus for example the Vice President is responsible for the fact that someone is likely to eat soon, regardless of what they believe about this. Likewise, it is responsible for the pursuit of sex, the desire for respect and friendship, and so on. In general it is responsible for behaviors that would have been historically chosen and preserved by natural selection.

The Employee. This is the conscious person who has beliefs and goals and free will and is reflectively aware of these things. In other words, this is you, at least in a fairly ordinary way of thinking of yourself. Obviously, in another way you are composed from all of them.

Why have we arranged things in this way? Descartes, for example, would almost certainly disagree violently with this model. The conscious person, according to him, would surely be the CEO, and not an employee. And what is responsible for the relationship between the CEO and the Vice President? Let us start with this point first, before we discuss the Employee. We make the predictive engine the CEO because in some sense this engine is responsible for everything that a human being does, including the behaviors preserved by natural selection. On the other hand, the instinctive behaviors of natural selection are not responsible for everything, but they can affect the course of things enough that it is useful for the predictive engine to take them into account. Thus for example in the post on sex and minimizing uncertainty, we explained why the predictive engine will aim for situations that include having sex and why this will make its predictions more confident. Thus, the Vice President advises certain behaviors, the CEO talks to the Vice President, and the CEO ends up deciding on a course of action, which ultimately may or may not be the one advised by the Vice President.

While neither the CEO nor the Vice President is a rational being, since in our model we place the rationality in the Employee, that does not mean they are stupid. In particular, the CEO is very good at what it does. Consider a role playing video game where you have a character that can die and then resume. When someone first starts to play the game, they may die frequently. After they are good at the game, they may die only rarely, perhaps once in many days or many weeks. Our CEO is in a similar situation, but it frequently goes 80 years or more without dying, on its very first attempt. It is extremely good at its game.

What are their goals? The CEO basically wants accurate predictions. In this sense, it has one unified goal. What exactly counts as more or less accurate here would be a scientific question that we probably cannot resolve by philosophical discussion. In fact, it is very possible that this would differ in different circumstances: in this sense, even though it has a unified goal, it might not be describable by a consistent utility function. And even if it can be described in that way, since the CEO is not rational, it does not (in itself) make plans to bring about correct predictions. Making good predictions is just what it does, as falling is what a rock does. There will be some qualifications on this, however, when we discuss how the members of the company relate to one another.

The Vice President has many goals: eating regularly, having sex, having and raising children, being respected and liked by others, and so on. And even more than in the case of the CEO, there is no reason for these desires to form a coherent set of preferences. Thus the Vice President might advise the pursuit of one goal, but then change its mind in the middle, for no apparent reason, because it is suddenly attracted by one of the other goals.

Overall, before the Employee is involved, human action is determined by a kind of negotiation between the CEO and the Vice President. The CEO, which wants good predictions, has no special interest in the goals of the Vice President, but it cooperates with them because when it cooperates its predictions tend to be better.

What about the Employee? This is the rational being, and it has abstract concepts which it uses as a formal copy of the world. Before I go on, let me insist clearly on one point. If the world is represented in a certain way in the Employee’s conceptual structure, that is the way the Employee thinks the world is. And since you are the Employee, that is the way you think the world actually is. The point is that once we start thinking this way, it is easy to say, “oh, this is just a model, it’s not meant to be the real thing.” But as I said here, it is not possible to separate the truth of statements from the way the world actually is: your thoughts are formulated in concepts, but they are thoughts about the way things are. Again, all statements are maps, and all statements are about the territory.

The CEO and the Vice President exist as soon a human being has a brain; in fact some aspects of the Vice President would exist even before that. But the Employee, insofar as it refers to something with rational and self-reflective knowledge, takes some time to develop. Conceptual knowledge of the world grows from experience: it doesn’t exist from the beginning. And the Employee represents goals in terms of its conceptual structure. This is just a way of saying that as a rational being, if you say you are pursuing a goal, you have to be able to describe that goal with the concepts that you have. Consequently you cannot do this until you have some concepts.

We are ready to address the question raised earlier. Why are you the Employee, and not the CEO? In the first place, the CEO got to the company first, as we saw above. Second, consider what the conscious person does when they decide to pursue a goal. There seems to be something incoherent about “choosing a goal” in the first place: you need a goal in order to decide which means will be a good means to choose. And yet, as I said here, people make such choices anyway. And the fact that you are the Employee, and not the CEO, is the explanation for this. If you were the CEO, there would indeed be no way to choose an end. That is why the actual CEO makes no such choice: its end is already determinate, namely good predictions. And you are hired to help out with this goal. Furthermore, as a rational being, you are smarter than the CEO and the Vice President, so to speak. So you are allowed to make complicated plans that they do not really understand, and they will often go along with these plans. Notably, this can happen in real life situations of employers and employees as well.

But take an example where you are choosing an end: suppose you ask, “What should I do with my life?” The same basic thing will happen if you ask, “What should I do today,” but the second question may be easier to answer if you have some answer to the first. What sorts of goals do you propose in answer to the first question, and what sort do you actually end up pursuing?

Note that there are constraints on the goals that you can propose. In the first place, you have to be able to describe the goal with the concepts you currently have: you cannot propose to seek a goal that you cannot describe. Second, the conceptual structure itself may rule out some goals, even if they can be described. For example, the idea of good is part of the structure, and if something is thought to be absolutely bad, the Employee will (generally) not consider proposing this as a goal. Likewise, the Employee may suppose that some things are impossible, and it will generally not propose these as goals.

What happens then is this: the Employee proposes some goal, and the CEO, after consultation with the Vice President, decides to accept or reject it, based on the CEO’s own goal of getting good predictions. This is why the Employee is an Employee: it is not the one ultimately in charge. Likewise, as was said, this is why the Employee seems to be doing something impossible, namely choosing goals. Steven Kaas makes a similar point,

You are not the king of your brain. You are the creepy guy standing next to the king going “a most judicious choice, sire”.

This is not quite the same thing, since in our model you do in fact make real decisions, including decisions about the end to be pursued. Nonetheless, the point about not being the one ultimately in charge is correct. David Hume also says something similar when he says, “Reason is, and ought only to be the slave of the passions, and can never pretend to any other office than to serve and obey them.” Hume’s position is not exactly right, and in fact seems an especially bad way of describing the situation, but the basic point that there is something, other than yourself in the ordinary sense, judging your proposed means and ends and deciding whether to accept them, is one that stands.

Sometimes the CEO will veto a proposal precisely because it very obviously leaves things vague and uncertain, which is contrary to its goal of having good predictions. I once spoke of the example that a person cannot directly choose to “write a paper.” In our present model, the Employee proposes “we’re going to write a paper now,” and the CEO responds, “That’s not a viable plan as it stands: we need more detail.”

While neither the CEO nor the Vice President is a rational being, the Vice President is especially irrational, because of the lack of unity among its goals. Both the CEO and the Employee would like to have a unified plan for one’s whole life: the CEO because this makes for good predictions, and the Employee because this is the way final causes work, because it helps to make sense of one’s life, and because “objectively good” seems to imply something which is at least consistent, which will never prefer A to B, B to C, and C to A. But the lack of unity among the Vice President’s goals means that it will always come to the CEO and object, if the person attempts to coherently pursue any goal. This will happen even if it originally accepts the proposal to seek a particular goal.

Consider this real life example from a relationship between an employer and employee:

Employer: Please construct a schedule for paying these bills.

Employee: [Constructs schedule.] Here it is.

Employer: Fine.

[Time passes, and the first bill comes due, according to the schedule.]

Employer: Why do we have to pay this bill now instead of later?

In a similar way, this sort of scenario is common in our model:

Vice President: Being fat makes us look bad. We need to stop being fat.

CEO: Ok, fine. Employee, please formulate a plan to stop us from being fat.

Employee: [Formulates a diet.] Here it is.

[Time passes, and the plan requires skipping a meal.]

Vice President: What is this crazy plan of not eating!?!

CEO: Fine, cancel the plan for now and we’ll get back to it tomorrow.

In the real life example, the behavior of the employer is frustrating and irritating to the employee because there is literally nothing they could have proposed that the employer would have found acceptable. In the same way, this sort of scenario in our model is frustrating to the Employee, the conscious person, because there is no consistent plan they could have proposed that would have been acceptable to the Vice President: either they would have objected to being fat, or they would have objected to not eating.

In later posts, we will fill in some details and continue to show how this model explains various aspects of human psychology. We will also answer various objections.

# Necessity, Possibility, and Impossibility

I spoke here about various kinds of necessity, but did not explain the nature of necessity in general. And in the recent post on Hume’s idea of causality, it was not necessary to explain the nature of necessity, because the actual idea of causality does not include necessity. Thus for example a ball can break a window even if it would have been possible for someone to catch the ball, but the person did not do so.

Sometimes it is asked whether necessity implies possibility: if it is necessary that Tuesday follow Monday, it is possible for Tuesday to follow Monday? I am inclined (and I think most are inclined) to say yes, on the grounds that to say that something is not possible is normally understood to imply that the thing is impossible; thus if it is not possible for Tuesday to follow Monday, it is impossible. But this is largely a verbal question: regardless of how we answer this, the real point is that the necessary is the same kind of thing as the possible, except that possibilities are many while the necessary is one. And likewise, a count of zero for the same things implies impossibility. Thus there is something that we are counting: if we find none of them, we speak of an impossibility. If we find only one, we speak of one necessity. And if we find many, we speak of many possibilities.

What are we counting here? Let’s take an example. Horses can be white, or red, or brown, among other possibilities. So there are many possible colors for a horse. And on the other hand snow is always white (or so let us pretend.) So there is only one possible color for snow, and so snow is “necessarily” white. Meanwhile, air is always colorless (or so let us pretend.) So it is impossible for air to have a color. Based on this example, we propose that what we are counting is the number of forms that are suitable for a given matter. Someone might object that if we analyze the word “suitable” here it might involve some sort of circularity. This may well be the case; this is a common occurrence, as with desire and the good, and with virtue and happiness. Nonetheless, I think we will find it worthwhile to work with this definition, just as in those earlier cases.