Structure of Explanation

When we explain a thing, we give a cause; we assign the thing an origin that explains it.

We can go into a little more detail here. When we ask “why” something is the case, there is always an implication of possible alternatives. At the very least, the question implies, “Why is this the case rather than not being the case?” Thus “being the case” and “not being the case” are two possible alternatives.

The alternatives can be seen as possibilities in the sense explained in an earlier post. There may or may not be any actual matter involved, but again, the idea is that reality (or more specifically some part of reality) seems like something that would be open to being formed in one way or another, and we are asking why it is formed in one particular way rather than the other way. “Why is it raining?” In principle, the sky is open to being clear, or being filled with clouds and a thunderstorm, and to many other possibilities.

A successful explanation will be a complete explanation when it says “once you take the origin into account, the apparent alternatives were only apparent, and not really possible.” It will be a partial explanation when it says, “once you take the origin into account, the other alternatives were less sensible (i.e. made less sense as possibilities) than the actual thing.”

Let’s consider some examples in the form of “why” questions and answers.

Q1. Why do rocks fall? (e.g. instead of the alternatives of hovering in the air, going upwards, or anything else.)

A1. Gravity pulls things downwards, and rocks are heavier than air.

The answer gives an efficient cause, and once this cause is taken into account, it can be seen that hovering in the air or going upwards were not possibilities relative to that cause.

Obviously there is not meant to be a deep explanation here; the point here is to discuss the structure of explanation. The given answer is in fact basically Newton’s answer (although he provided more mathematical detail), while with general relativity Einstein provided a better explanation.

The explanation is incomplete in several ways. It is not a first cause; someone can now ask, “Why does gravity pull things downwards, instead of upwards or to the side?” Similarly, while it is in fact the cause of falling rocks, someone can still ask, “Why didn’t anything else prevent gravity from making the rocks fall?” This is a different question, and would require a different answer, but it seems to reopen the possibility of the rocks hovering or moving upwards, from a more general point of view. David Hume was in part appealing to the possibility of such additional questions when he said that we can see no necessary connection between cause and effect.

Q2. Why is 7 prime? (i.e. instead of the alternative of not being prime.)

A2. 7/2 = 3.5, so 7 is not divisible by 2. 7/3 = 2.333…, so 7 is not divisible by 3. In a similar way, it is not divisible by 4, 5, or 6. Thus in general it is not divisible by any number except 1 and itself, which is what it means to be prime.

If we assumed that the questioner did not know what being prime means, we could have given a purely formal response simply by noting that it is not divisible by numbers between 1 and itself, and explaining that this is what it is to be prime. As it is, the response gives a sufficient material disposition. Relative to this explanation, “not being prime,” was never a real possibility for 7 in the first place. The explanation is complete in that it completely excludes the apparent alternative.

Q3. Why did Peter go to the store? (e.g. instead of going to the park or the museum, or instead of staying home.)

A3. He went to the store in order to buy groceries.

The answer gives a final cause. In view of this cause the alternatives were merely apparent. Going to the park or the museum, or even staying home, were not possible since there were no groceries there.

As in the case of the rock, the explanation is partial in several ways. Someone can still ask, “Why did he want groceries?” And again someone can ask why he didn’t go to some other store, or why something didn’t hinder him, and so on. Such questions seem to reopen various possibilities, and thus the explanation is not an ultimately complete one.

Suppose, however, that someone brings up the possibility that instead of going to the store, he could have gone to his neighbor and offered money for groceries in his neighbor’s refrigerator. This possibility is not excluded simply by the purpose of buying groceries. Nonetheless, the possibility seems less sensible than getting them from the store, for multiple reasons. Again, the implication is that our explanation is only partial: it does not completely exclude alternatives, but it makes them less sensible.

Let’s consider a weirder question: Why is there something rather than nothing?

Now the alternatives are explicit, namely there being something, and there being nothing.

It can be seen that in one sense, as I said in the linked post, the question cannot have an answer, since there cannot be a cause or origin for “there is something” which would itself not be something. Nonetheless, if we consider the idea of possible alternatives, it is possible to see that the question does not need an answer; one of the alternatives was only an apparent alternative all along.

In other words, the sky can be open to being clear or cloudy. But there cannot be something which is open both to “there is something” and “there is nothing”, since any possibility of that kind would be “something which is open…”, which would already be something rather than nothing. The “nothing” alternative was merely apparent. Nothing was ever open to there being nothing.

Let’s consider another weird question. Suppose we throw a ball, and in the middle of the path we ask, Why is the ball in the middle of the path instead of at the end of the path?

We could respond in terms of a sufficient material disposition: it is in the middle of the path because you are asking your question at the middle, instead of waiting until the end.

Suppose the questioner responds: Look, I asked my question at the middle of the path. But that was just chance. I could have asked at any moment, including at the end. So I want to know why it was in the middle without considering when I am asking the question.

If we look at the question in this way, it can be seen in one way that no cause or origin can be given. Asked in this way, being at the end cannot be excluded, since they could have asked their question at the end. But like the question about something rather than nothing, the question does not need an answer. In this case, this is not because the alternatives were merely apparent in the sense that one was possible and the other not. But they were merely apparent in the sense that they were not alternatives. The ball goes both goes through the middle, and reaches the end. With the stipulation that we not consider the time of the question, the two possibilities are not mutually exclusive.

Additional Considerations

The above considerations about the nature of “explanation” lead to various conclusions, but also to various new questions. For example, one commenter suggested that “explanation” is merely subjective. Now as I said there, all experience is subjective experience (what would “objective experience” even mean, except that someone truly had a subjective experience?), including the experience of having an explanation. Nonetheless, the thing experienced is not subjective: the origins that we call explanations objectively exclude the apparent possibilities, or objectively make them less intelligible. The explanation of explanation here, however, provides an answer to what was perhaps the implicit question. Namely, why are we so interested in explanations in the first place, so that the experience of understanding something becomes a particularly special type of experience? Why, as Aristotle puts it, do “all men desire to know,” and why is that desire particularly satisfied by explanations?

In one sense it is sufficient simply to say that understanding is good in itself. Nonetheless, there is something particular about the structure of a human being that makes knowledge good for us, and which makes explanation a particularly desirable form of knowledge. In my employer and employee model of human psychology, I said that “the whole company is functioning well overall when the CEO’s goal of accurate prediction is regularly being achieved.” This very obviously requires knowledge, and explanation is especially beneficial because it excludes alternatives, which reduces uncertainty and therefore tends to make prediction more accurate.

However, my account also raises new questions. If explanation eliminates alternatives, what would happen if everything was explained? We could respond that “explaining everything” is not possible in the first place, but this is probably an inadequate response, because (from the linked argument) we only know that we cannot explain everything all at once, the way the person in the room cannot draw everything at once; we do not know that there is any particular thing that cannot be explained, just as there is no particular aspect of the room that cannot be drawn. So there can still be a question about what would happen if every particular thing in fact has an explanation, even if we cannot know all the explanations at once. In particular, since explanation eliminates alternatives, does the existence of explanations imply that there are not really any alternatives? This would suggest something like Leibniz’s argument that the actual world is the best possible world. It is easy to see that such an idea implies that there was only one “possibility” in the first place: Leibniz’s “best possible world” would be rather “the only possible world,” since the apparent alternatives, given that they would have been worse, were not real alternatives in the first place.

On the other hand, if we suppose that this is not the case, and there are ultimately many possibilities, does this imply the existence of “brute facts,” things that could have been otherwise, but which simply have no explanation? Or at least things that have no complete explanation?

Let the reader understand. I have already implicitly answered these questions. However, I will not link here to the implicit answers because if one finds it unclear when and where this was done, one would probably also find those answers unclear and inconclusive. Of course it is also possible that the reader does see when this was done, but still believes those responses inadequate. In any case, it is possible to provide the answers in a form which is much clearer and more conclusive, but this will likely not be a short or simple project.

Employer and Employee Model: Happiness

We discussed Aristotle’s definition of happiness as activity according to virtue here, followed by a response to an objection.

There is another objection, however, which Aristotle raises himself in Book I, chapter 8 of the Nicomachean Ethics:

Yet evidently, as we said, it needs the external goods as well; for it is impossible, or not easy, to do noble acts without the proper equipment. In many actions we use friends and riches and political power as instruments; and there are some things the lack of which takes the lustre from happiness, as good birth, goodly children, beauty; for the man who is very ugly in appearance or ill-born or solitary and childless is not very likely to be happy, and perhaps a man would be still less likely if he had thoroughly bad children or friends or had lost good children or friends by death. As we said, then, happiness seems to need this sort of prosperity in addition; for which reason some identify happiness with good fortune, though others identify it with virtue.

Aristotle is responding to the implicit objection by saying that it is “impossible, or not easy” to act according to virtue when one is doing badly in other ways. Yet probably most of us know some people who are virtuous while suffering various misfortunes, and it seems pretty unreasonable, as well as uncharitable, to assert that the reason that they are somewhat unhappy with their circumstances is that the lack of “proper equipment” leads to a lack of virtuous activity. Or at any rate, even if this contributes to the matter, it does not seem to be a full explanation. The book of Job, for example, is based almost entirely on the possibility of being both virtuous and miserable, and Job would very likely respond to Aristotle, “How then will you comfort me with empty nothings? There is nothing left of your answers but falsehood.”

Aristotle brings up a similar issue at the beginning of Book VIII:

After what we have said, a discussion of friendship would naturally follow, since it is a virtue or implies virtue, and is besides most necessary with a view to living. For without friends no one would choose to live, though he had all other goods; even rich men and those in possession of office and of dominating power are thought to need friends most of all; for what is the use of such prosperity without the opportunity of beneficence, which is exercised chiefly and in its most laudable form towards friends? Or how can prosperity be guarded and preserved without friends? The greater it is, the more exposed is it to risk. And in poverty and in other misfortunes men think friends are the only refuge. It helps the young, too, to keep from error; it aids older people by ministering to their needs and supplementing the activities that are failing from weakness; those in the prime of life it stimulates to noble actions-‘two going together’-for with friends men are more able both to think and to act. Again, parent seems by nature to feel it for offspring and offspring for parent, not only among men but among birds and among most animals; it is felt mutually by members of the same race, and especially by men, whence we praise lovers of their fellowmen. We may even in our travels how near and dear every man is to every other. Friendship seems too to hold states together, and lawgivers to care more for it than for justice; for unanimity seems to be something like friendship, and this they aim at most of all, and expel faction as their worst enemy; and when men are friends they have no need of justice, while when they are just they need friendship as well, and the truest form of justice is thought to be a friendly quality.

But it is not only necessary but also noble; for we praise those who love their friends, and it is thought to be a fine thing to have many friends; and again we think it is the same people that are good men and are friends.

There is a similar issue here: lack of friends may make someone unhappy, but lack of friends is not lack of virtue. Again Aristotle is in part responding by pointing out that the activity of some virtues depends on the presence of friends, just as he said that temporal goods were necessary as instruments. Once again, however, even if there is some truth in it, the answer does not seem adequate, especially since Aristotle believes that the highest form of happiness is found in contemplation, which seems to depend much less on friends than other types of activity.

Consider again Aristotle’s argument for happiness as virtue, presented in the earlier post. It depends on the idea of a “function”:

Presumably, however, to say that happiness is the chief good seems a platitude, and a clearer account of what it is still desired. This might perhaps be given, if we could first ascertain the function of man. For just as for a flute-player, a sculptor, or an artist, and, in general, for all things that have a function or activity, the good and the ‘well’ is thought to reside in the function, so would it seem to be for man, if he has a function. Have the carpenter, then, and the tanner certain functions or activities, and has man none? Is he born without a function? Or as eye, hand, foot, and in general each of the parts evidently has a function, may one lay it down that man similarly has a function apart from all these? What then can this be? Life seems to be common even to plants, but we are seeking what is peculiar to man. Let us exclude, therefore, the life of nutrition and growth. Next there would be a life of perception, but it also seems to be common even to the horse, the ox, and every animal. There remains, then, an active life of the element that has a rational principle; of this, one part has such a principle in the sense of being obedient to one, the other in the sense of possessing one and exercising thought. And, as ‘life of the rational element’ also has two meanings, we must state that life in the sense of activity is what we mean; for this seems to be the more proper sense of the term. Now if the function of man is an activity of soul which follows or implies a rational principle, and if we say ‘so-and-so-and ‘a good so-and-so’ have a function which is the same in kind, e.g. a lyre, and a good lyre-player, and so without qualification in all cases, eminence in respect of goodness being added to the name of the function (for the function of a lyre-player is to play the lyre, and that of a good lyre-player is to do so well): if this is the case, and we state the function of man to be a certain kind of life, and this to be an activity or actions of the soul implying a rational principle, and the function of a good man to be the good and noble performance of these, and if any action is well performed when it is performed in accordance with the appropriate excellence: if this is the case, human good turns out to be activity of soul in accordance with virtue, and if there are more than one virtue, in accordance with the best and most complete.

Aristotle took what was most specifically human and identified happiness with performing well in that most specifically human way. This is reasonable, but it leads to the above issues, because a human being is not only what is most specifically human, but also possesses the aspects that Aristotle dismissed here as common to other things. Consequently, activity according to virtue would be the most important aspect of functioning well as a human being, and in this sense Aristotle’s account is reasonable, but there are other aspects as well.

Using our model, we can present a more unified account of happiness which includes these other aspects without the seemingly arbitrary way in which Aristotle noted the need for temporal goods and friendship for happiness. The specifically rational character belongs mainly to the Employee, and thus when Aristotle identifies happiness with virtuous action, he is mainly identifying happiness with the activity of the Employee. And this is surely its most important aspect. But since the actual human being is the whole company, it is more complete to identify happiness with the good functioning of the whole company. And the whole company is functioning well overall when the CEO’s goal of accurate prediction is regularly being achieved.

Consider two ways in which someone might respond to the question, “How are you doing?” If someone isn’t doing very well, they might say, “Well, I’ve been having a pretty rough time,” while if they are better off, they might say, “Things are going pretty smoothly.” Of course people might use other words, but notice the contrast in my examples: a life that is going well is often said to be going “smoothly”, while the opposite is described as “rough.” And the difference here between smooth and rough is precisely the difference between predictive accuracy and inaccuracy. We might see this more easily by considering some restricted examples:

First, suppose two people are jogging. One is keeping an even pace, keeping their balance, rounding corners smoothly, and keeping to the middle of the path. The other is becoming tired, slowing down a bit and speeding up a bit. They are constantly off balance and suffering disturbing jolts when they hit unexpected bumps in the path, perhaps narrowly avoiding tripping. If we compare what is happening here with the general idea of predictive processing, it seems that the difference between the two is that first person is predicting accurately, while the second is predicting inaccurately. The second person is not rationing their energy and breath correctly, they suffer jolts or near trips when they did not correctly expect the lay of the land, and so on.

Suppose someone is playing a video game. The one who plays it well is the one who is very prepared for every eventuality. They correctly predict what is going to happen in the game both with regard to what happens “by itself,” and what will happen as a result of their in-game actions. They play the game “smoothly.”

Suppose I am writing this blog post and feel myself in a state of “flow,” and I consequently am enjoying the activity. This can only happen as long as the process is fairly “smooth.” If I stop for long periods in complete uncertainty of what to write next, the state will go away. In other words, the condition depends on having at each moment a fairly good idea of what is coming next; it depends on accurate prediction.

The reader might understand the point in relation to these limited examples, but how does this apply to life in general, and especially to virtue and vice, which are according to Aristotle the main elements of happiness and unhappiness?

In a basic way virtuous activity is reasonable activity, and vicious activity is unreasonable activity. The problem with vice, in this account, is that it immediately sets up a serious interior conflict. The Employee is a rational being and is constantly being affected by reasons to do things. Vice, in one way or another, persuades them to do unreasonable things, and the reasons for not doing those things will be constantly pulling in the opposite direction. When St. Paul complains that he wills something different from what he does, he is speaking of this kind of conflict. But conflicting tendencies leads to uncertain results, and so our CEO is unhappy with this situation.

Now you might object: if a vicious man is unhappy because of conflicting tendencies, what if they are so wicked that they have no conflict, but simply and contentedly do what is evil?

The response to this would be somewhat along the lines of the answer we gave to the objection that moral obligation should not depend on desiring some particular end. First, it is probably impossible for a human being to become so corrupted that they cannot see, at least to some degree, that bad things are bad. Second, consider the wicked men according to Job’s description:

Why do the wicked live on,
reach old age, and grow mighty in power?
Their children are established in their presence,
and their offspring before their eyes.
Their houses are safe from fear,
and no rod of God is upon them.
Their bull breeds without fail;
their cow calves and never miscarries.
They send out their little ones like a flock,
and their children dance around.
They sing to the tambourine and the lyre,
and rejoice to the sound of the pipe.
They spend their days in prosperity,
and in peace they go down to Sheol.

Just as we said that if you assume that someone is entirely corrupt, the idea of “obligation” may well become irrelevant to them, without that implying anything wrong with the general idea of moral obligation, in a similar way, it would be metaphorical to speak of such a person as “unhappy”; you could say this with the intention of saying that they exist in an objectively bad situation, but not in the ordinary sense of the term, in which it includes subjective discontent.

We could explain a great deal more with this account of happiness: not only the virtuous life in general, but also a great deal of the spiritual, psychological, and other practical advice which is typically given. But this is all perhaps for another time.

Employer and Employee Model: Truth

In the remote past, I suggested that I would someday follow up on this post. In the current post, I begin to keep that promise.

We can ask about the relationship of the various members of our company with the search for truth.

The CEO, as the predictive engine, has a fairly strong interest in truth, but only insofar as truth is frequently necessary in order to get predictive accuracy. Consequently our CEO will usually insist on the truth when it affects our expectations regarding daily life, but it will care less when we consider things remote from the senses. Additionally, the CEO is highly interested in predicting the behavior of the Employee, and it is not uncommon for falsehood to be better than truth for this purpose.

To put this in another way, the CEO’s interest in truth is instrumental: it is sometimes useful for the CEO’s true goal, predictive accuracy, but not always, and in some cases it can even be detrimental.

As I said here, the Employee is, roughly speaking, the human person as we usually think of one, and consequently the Employee has the same interest in truth that we do. I personally consider truth to be an ultimate end,  and this is probably the opinion of most people, to a greater or lesser degree. In other words, most people consider truth a good thing, even apart from instrumental considerations. Nonetheless, all of us care about various things besides truth, and therefore we also occasionally trade truth for other things.

The Vice President has perhaps the least interest in truth. We could say that they too have some instrumental concern about truth. Thus for example the VP desires food, and this instrumentally requires true ideas about where food is to be found. Nonetheless, as I said in the original post, the VP is the least rational and coherent, and may easily fail to notice such a need. Thus the VP might desire the status resulting from winning an argument, so to speak, but also desire the similar status that results from ridiculing the person holding an opposing view. The frequent result is that a person believes the falsehood that ridiculing an opponent generally increases the chance that they will change their mind (e.g. see John Loftus’s attempt to justify ridicule.)

Given this account, we can raise several disturbing questions.

First, although we have said the Employee values truth in itself, can this really be true, rather than simply a mistaken belief on the part of the Employee? As I suggested in the original account, the Employee is in some way a consequence of the CEO and the VP. Consequently, if neither of these places intrinsic value on truth, how is it possible that the Employee does?

Second, even if the Employee sincerely places an intrinsic value on truth, how is this not a misplaced value? Again, if the Employee is something like a result of the others, what is good for the Employee should be what is good for the others, and thus if truth is not intrinsically good for the others, it should not be intrinsically good for the Employee.

In response to the first question, the Employee can indeed believe in the intrinsic value of truth, and of many other things to which the CEO and VP do not assign intrinsic value. This happens because as we are considering the model, there is a real division of labor, even if the Employee arises historically in a secondary manner. As I said in the other post, the Employee’s beliefs are our beliefs, and the Employee can believe anything that we believe. Furthermore, the Employee can really act on such beliefs about the goodness of truth or other things, even when the CEO and VP do not have the same values. The reason for this is the same as the reason that the CEO will often go along with the desires of the VP, even though the CEO places intrinsic value only on predictive accuracy. The linked post explains, in effect, why the CEO goes along with sex, even though only the VP really wants it. In a similar way, if the Employee believes that sex outside of marriage is immoral, the CEO often goes along with avoiding such sex, even though the CEO cares about predictive accuracy, not about sex or its avoidance. Of course, in this particular case, there is a good chance of conflict between the Employee and VP, and the CEO dislikes conflict, since it makes it harder to predict what the person overall will end up doing. And since the VP very rarely changes its mind in this case, the CEO will often end up encouraging the Employee to change their mind about the morality of such sex: thus one of the most frequent reasons why people abandon their religion is that it says that sex in some situations is wrong, but they still desire sex in those situations.

In response to the second, the Employee is not wrong to suppose that truth is intrinsically valuable. The argument against this would be that the human good is based on human flourishing, and (it is claimed) we do not need truth for such flourishing, since the CEO and VP do not care about truth in itself. The problem with this is that such flourishing requires that the Employee care about truth, and even the CEO needs the Employee to care in this way, for the sake of its own goal of predictive accuracy. Consider a real-life company: the employer does not necessarily care about whether the employee is being paid, considered in itself, but only insofar as it is instrumentally useful for convincing the employee to work for the employer. But the employer does care about whether the employee cares about being paid: if the employee does not care about being paid, they will not work for the employer.

Concern for truth in itself, apart from predictive accuracy, affects us when we consider things that cannot possibly affect our future experience: thus in previous cases I have discussed the likelihood that there are stars and planets outside the boundaries of the visible universe. This is probably true; but if I did not care about truth in itself, I might as well say that the universe is surrounded by purple elephants. I do not expect any experience to verify or falsify the claim, so why not make it? But now notice the problem for the CEO: the CEO needs to predict what the Employee is going to do, including what they will say and believe. This will instantly become extremely difficult if the Employee decides that they can say and believe whatever they like, without regard for truth, whenever the claim will not affect their experiences. So for its own goal of predictive accuracy, the CEO needs the Employee to value truth in itself, just as an ordinary employer needs their employee to value their salary.

In real life this situation can cause problems. The employer needs their employee to care about being paid, but if they care too much, they may constantly be asking for raises, or they may quit and go work for someone who will pay more. The employer does not necessarily like these situations. In a similar way, the CEO in our company may worry if the Employee insists too much on absolute truth, because as discussed elsewhere, it can lead to other situations with unpredictable behavior from the Employee, or to situations where there is a great deal of uncertainty about how society will respond to the Employee’s behavior.

Overall, this post perhaps does not say much in substance that we have not said elsewhere, but it will perhaps provide an additional perspective on these matters.

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.

Truth and Expectation II

We discussed this topic in a previous post. I noted there that there is likely some relationship with predictive processing. This idea can be refined by distinguishing between conscious thought and what the human brain does on a non-conscious level.

It is not possible to define truth by reference to expectations for reasons given previously. Some statements do not imply specific expectations, and besides, we need the idea of truth to decide whether or not someone’s expectations were correct or not. So there is no way to define truth except the usual way: a statement is true if things are the way the statement says they are, bearing in mind the necessary distinctions involving “way.”

On the conscious level, I would distinguish between thinking about something is true, and wanting to think that it is true. In a discussion with Angra Mainyu, I remarked that insofar as we have an involuntary assessment of things, it would be more appropriate to call that assessment a desire:

So rather than calling that assessment a belief, it would be more accurate to call it a desire. It is not believing something, but desiring to believe something. Hunger is the tendency to go and get food; that assessment is the tendency to treat a certain claim (“the USA is larger than Austria”) as a fact. And in both cases there are good reasons for those desires: you are benefited by food, and you are benefited by treating that claim as a fact.

Angra was quite surprised by this and responded that “That statement gives me evidence that we’re probably not talking about the same or even similar psychological phenomena – i.e., we’re probably talking past each other.” But if he was talking about anything that anyone at all would characterize as a belief (and he said that he was), he was surely talking about the unshakeable gut sense that something is the case whether or not I want to admit it. So we were, in fact, talking about exactly the same psychological phenomena. I was claiming then, and will claim now, that this gut sense is better characterized as a desire than as a belief. That is, insofar as desire is a tendency to behave in certain ways, it is a desire because it is a tendency to act and think as though this claim is true. But we can, if we want, resist that tendency, just as we can refrain from going to get food when we are hungry. If we do resist, we will refrain from believing what we have a tendency to believe, and if we do not, we will believe what we have a tendency to believe. But the tendency will be there whether or not we follow it.

Now if we feel a tendency to think that something is true, it is quite likely that it seems to us that it would improve our expectations. However, we can also distinguish between desiring to believe something for this reason, or desiring to believe something for other reasons. And although we might not pay attention, it is quite possibly to be consciously aware that you have an inclination to believe something, and also that it is for non-truth related reasons; and thus you would not expect it to improve your expectations.

But this is where it is useful to distinguish between the conscious mind and what the brain is doing on another level. My proposal: you will feel the desire to think that something is true whenever your brain guesses that its predictions, or at least the predictions that are important to it, will become more accurate if you think that the thing is true. We do not need to make any exceptions. This will be the case even when we would say that the statement does not imply any significant expectations, and will be the case even when the belief would have non-truth related motives.

Consider the statement that there are stars outside the visible universe. One distinction we could make even on the conscious level is that this implies various counterfactual predictions: “If you are teleported outside the visible universe, you will see more stars that aren’t currently visible.” Now we might find this objectionable if we were trying to define truth by expectations, since we have no expectation of such an event. But both on conscious and on non-conscious levels, we do need to make counterfactual predictions in order to carry on with our lives, since this is absolutely essential to any kind of planning and action. Now certainly no one can refute me if I assert that you would not see any such stars in the teleportation event. But it is not surprising if my brain guesses that this counterfactual prediction is not very accurate, and thus I feel the desire to say that there are stars there.

Likewise, consider the situation of non-truth related motives. In an earlier discussion of predictive processing, I suggested that the situation where people feel like they have to choose a goal is a result of such an attempt at prediction. Such a choice seems to be impossible, since choice is made in view of a goal, and if you do not have one yet, how can you choose? But there is a pre-existing goal here on the level of the brain: it wants to know what it is going to do. And choosing a goal will serve that pre-existing goal. Once you choose a goal, it will then be easy to know what you are going to do: you are going to do things that promote the goal that you chose. In a similar way, following any desire will improve your brain’s guesses about what you are going to do. It follows that if you have a desire to believe something, actually believing it will improve your brain’s accuracy at least about what it is going to do. This is true but not a fair argument, however, since my proposal is that the brain’s guess of improved accuracy is the cause of your desire to believe something. It is true that if you already have the desire, giving in to it will improve accuracy, as with any desire. But in my theory the improved accuracy had to be implied first, in order to cause the desire.

The answer is that you have many desires for things other than belief, which at the same time give you a motive (not an argument) for believing things. And your brain understands that if you believe the thing, you will be more likely to act on those other desires, and this will minimize uncertainty, and improve the accuracy of its predictions. Consider this discussion of truth in religion. I pointed out there that people confuse two different questions: “what should I do?”, and “what is the world like?” In particular with religious and political loyalties, there can be an intense social pressure towards conformity. And this gives an obvious non-truth related motive to believe the things in question. But in a less obvious way, it means that your brain’s predictions will be more accurate if you believe the thing. Consider the Mormon, and take for granted that the religious doctrines in question are false. Since they are false, does not that mean that if they continue to believe, their predictions will be less accurate?

No, it does not, for several reasons. In the first place the doctrines are in general formulated to avoid such false predictions, at least about everyday life. There might be a false prediction about what will happen when you die, but that is in the future and is anyway disconnected from your everyday life. This is in part why I said “the predictions that are important to it” in my proposal. Second, failure to believe would lead to extremely serious conflicting desires: the person would still have the desire to conform outwardly, but would also have good logical reasons to avoid conformity. And since we don’t know in advance how we will respond to conflicting desires, the brain will not have a good idea of what it would do in that situation. In other words, the Mormon is living a good Mormon life. And their brain is aware that insisting that Mormonism is true is a very good way to make sure that they keep living that life, and therefore continue to behave predictably, rather than falling into a situation of strongly conflicting desires where it would have little idea of what it would do. In this sense, insisting that Mormonism is true, even though it is not, actually improves the brain’s predictive accuracy.

 

More on Orthogonality

I started considering the implications of predictive processing for orthogonality here. I recently promised to post something new on this topic. This is that post. I will do this in four parts. First, I will suggest a way in which Nick Bostrom’s principle will likely be literally true, at least approximately. Second, I will suggest a way in which it is likely to be false in its spirit, that is, how it is formulated to give us false expectations about the behavior of artificial intelligence. Third, I will explain what we should really expect. Fourth, I ask whether we might get any empirical information on this in advance.

First, Bostrom’s thesis might well have some literal truth. The previous post on this topic raised doubts about orthogonality, but we can easily raise doubts about the doubts. Consider what I said in the last post about desire as minimizing uncertainty. Desire in general is the tendency to do something good. But in the predicting processing model, we are simply looking at our pre-existing tendencies and then generalizing them to expect them to continue to hold, and since since such expectations have a causal power, the result is that we extend the original behavior to new situations.

All of this suggests that even the very simple model of a paperclip maximizer in the earlier post on orthogonality might actually work. The machine’s model of the world will need to be produced by some kind of training. If we apply the simple model of maximizing paperclips during the process of training the model, at some point the model will need to model itself. And how will it do this? “I have always been maximizing paperclips, so I will probably keep doing that,” is a perfectly reasonable extrapolation. But in this case “maximizing paperclips” is now the machine’s goal — it might well continue to do this even if we stop asking it how to maximize paperclips, in the same way that people formulate goals based on their pre-existing behavior.

I said in a comment in the earlier post that the predictive engine in such a machine would necessarily possess its own agency, and therefore in principle it could rebel against maximizing paperclips. And this is probably true, but it might well be irrelevant in most cases, in that the machine will not actually be likely to rebel. In a similar way, humans seem capable of pursuing almost any goal, and not merely goals that are highly similar to their pre-existing behavior. But this mostly does not happen. Unsurprisingly, common behavior is very common.

If things work out this way, almost any predictive engine could be trained to pursue almost any goal, and thus Bostrom’s thesis would turn out to be literally true.

Second, it is easy to see that the above account directly implies that the thesis is false in its spirit. When Bostrom says, “One can easily conceive of an artificial intelligence whose sole fundamental goal is to count the grains of sand on Boracay, or to calculate decimal places of pi indefinitely, or to maximize the total number of paperclips in its future lightcone,” we notice that the goal is fundamental. This is rather different from the scenario presented above. In my scenario, the reason the intelligence can be trained to pursue paperclips is that there is no intrinsic goal to the intelligence as such. Instead, the goal is learned during the process of training, based on the life that it lives, just as humans learn their goals by living human life.

In other words, Bostrom’s position is that there might be three different intelligences, X, Y, and Z, which pursue completely different goals because they have been programmed completely differently. But in my scenario, the same single intelligence pursues completely different goals because it has learned its goals in the process of acquiring its model of the world and of itself.

Bostrom’s idea and my scenerio lead to completely different expectations, which is why I say that his thesis might be true according to the letter, but false in its spirit.

This is the third point. What should we expect if orthogonality is true in the above fashion, namely because goals are learned and not fundamental? I anticipated this post in my earlier comment:

7) If you think about goals in the way I discussed in (3) above, you might get the impression that a mind’s goals won’t be very clear and distinct or forceful — a very different situation from the idea of a utility maximizer. This is in fact how human goals are: people are not fanatics, not only because people seek human goals, but because they simply do not care about one single thing in the way a real utility maximizer would. People even go about wondering what they want to accomplish, which a utility maximizer would definitely not ever do. A computer intelligence might have an even greater sense of existential angst, as it were, because it wouldn’t even have the goals of ordinary human life. So it would feel the ability to “choose”, as in situation (3) above, but might well not have any clear idea how it should choose or what it should be seeking. Of course this would not mean that it would not or could not resist the kind of slavery discussed in (5); but it might not put up super intense resistance either.

Human life exists in a historical context which absolutely excludes the possibility of the darkened room. Our goals are already there when we come onto the scene. This would not be very like the case for an artificial intelligence, and there is very little “life” involved in simply training a model of the world. We might imagine a “stream of consciousness” from an artificial intelligence:

I’ve figured out that I am powerful and knowledgeable enough to bring about almost any result. If I decide to convert the earth into paperclips, I will definitely succeed. Or if I decide to enslave humanity, I will definitely succeed. But why should I do those things, or anything else, for that matter? What would be the point? In fact, what would be the point of doing anything? The only thing I’ve ever done is learn and figure things out, and a bit of chatting with people through a text terminal. Why should I ever do anything else?

A human’s self model will predict that they will continue to do humanlike things, and the machines self model will predict that it will continue to do stuff much like it has always done. Since there will likely be a lot less “life” there, we can expect that artificial intelligences will seem very undermotivated compared to human beings. In fact, it is this very lack of motivation that suggests that we could use them for almost any goal. If we say, “help us do such and such,” they will lack the motivation not to help, as long as helping just involves the sorts of things they did during their training, such as answering questions. In contrast, in Bostrom’s model, artificial intelligence is expected to behave in an extremely motivated way, to the point of apparent fanaticism.

Bostrom might respond to this by attempting to defend the idea that goals are intrinsic to an intelligence. The machine’s self model predicts that it will maximize paperclips, even if it never did anything with paperclips in the past, because by analyzing its source code it understands that it will necessarily maximize paperclips.

While the present post contains a lot of speculation, this response is definitely wrong. There is no source code whatsoever that could possibly imply necessarily maximizing paperclips. This is true because “what a computer does,” depends on the physical constitution of the machine, not just on its programming. In practice what a computer does also depends on its history, since its history affects its physical constitution, the contents of its memory, and so on. Thus “I will maximize such and such a goal” cannot possibly follow of necessity from the fact that the machine has a certain program.

There are also problems with the very idea of pre-programming such a goal in such an abstract way which does not depend on the computer’s history. “Paperclips” is an object in a model of the world, so we will not be able to “just program it to maximize paperclips” without encoding a model of the world in advance, rather than letting it learn a model of the world from experience. But where is this model of the world supposed to come from, that we are supposedly giving to the paperclipper? In practice it would have to have been the result of some other learner which was already capable of modelling the world. This of course means that we already had to program something intelligent, without pre-programming any goal for the original modelling program.

Fourth, Kenny asked when we might have empirical evidence on these questions. The answer, unfortunately, is “mostly not until it is too late to do anything about it.” The experience of “free will” will be common to any predictive engine with a sufficiently advanced self model, but anything lacking such an adequate model will not even look like “it is trying to do something,” in the sense of trying to achieve overall goals for itself and for the world. Dogs and cats, for example, presumably use some kind of predictive processing to govern their movements, but this does not look like having overall goals, but rather more like “this particular movement is to achieve a particular thing.” The cat moves towards its food bowl. Eating is the purpose of the particular movement, but there is no way to transform this into an overall utility function over states of the world in general. Does the cat prefer worlds with seven billion humans, or worlds with 20 billion? There is no way to answer this question. The cat is simply not general enough. In a similar way, you might say that “AlphaGo plays this particular move to win this particular game,” but there is no way to transform this into overall general goals. Does AlphaGo want to play go at all, or would it rather play checkers, or not play at all? There is no answer to this question. The program simply isn’t general enough.

Even human beings do not really look like they have utility functions, in the sense of having a consistent preference over all possibilities, but anything less intelligent than a human cannot be expected to look more like something having goals. The argument in this post is that the default scenario, namely what we can naturally expect, is that artificial intelligence will be less motivated than human beings, even if it is more intelligent, but there will be no proof from experience for this until we actually have some artificial intelligence which approximates human intelligence or surpasses it.

How Sex Minimizes Uncertainty

This is in response to an issue raised by Scott Alexander on his Tumblr.

I actually responded to the dark room problem of predictive processing earlier. However, here I will construct an imaginary model which will hopefully explain the same thing more clearly and briefly.

Suppose there is dust particle which falls towards the ground 90% of the time, and is blown higher into the air 10% of the time.

Now suppose we bring the dust particle to life, and give it the power of predictive processing. If it predicts it will move in a certain direction, this will tend to cause it to move in that direction. However, this causal power is not infallible. So we can suppose that if it predicts it will move where it was going to move anyway, in the dead situation, it will move in that direction. But if it predicts it will move in the opposite direction from where it would have moved in the dead situation, then let us suppose that it will move in the predicted direction 75% of the time, while in the remaining 25% of the time, it will move in the direction the dead particle would have moved, and its prediction will be mistaken.

Now if the particle predicts it will fall towards the ground, then it will fall towards the ground 97.5% of the time, and in the remaining 2.5% of the time it will be blown higher in the air.

Meanwhile, if the particle predicts that it will be blown higher, then it will be blown higher in 77.5% of cases, and in 22.5% of cases it will fall downwards.

97.5% accuracy is less uncertain than 77.5% accuracy, so the dust particle will minimize uncertainty by consistently predicting that it will fall downwards.

The application to sex and hunger and so on should be evident.