I’ve advocated trusting instincts and suspecting advice before. Of course, there are times where you really shouldn’t trust your judgment, particularly when it comes to complicated statistical judgments. Robin Hanson, makes the case that your instincts really aren’t better than prediction markets. Here is a preview:
Imagine someone said:
Of course I believe in science – I’m no nut job. I’m a modern guy. But scientists sometimes get it wrong, so we can’t just believe everything they say – we have to use our judgement. For example, my judgement tells me that astrology just makes sense. Well not today – today’s horoscope suggests I drink less, while I know I can handle my benders. But usually my horoscope feels right. And usually I feel no objection to what scientists say. Which is what I mean when I say that I believe in science.
Yes, every source errs sometimes, making it seem oh so sophisticated to say you don’t take sides, you just use your judgement in each case. But that is often just an excuse to believe whatever you feel like.
I’ve been thinking about status a lot lately. Status is to life what popularity was to high school. Everyone wants to be high status and to have high-status friends, their claims to the contrary notwithstanding. But what is status? Here is a nice explanation from Robin Hanson:
Imagine that status in a firm was a proxy for one’s usefulness as an ally within that firm, summarizing the threats one could credibly make, the people one could fire, the favors one could plausibly call in, etc. And imagine that the current equilibrium was that opponents of change together held more of these useful resources – they successfully blocked change.
Now imagine that the CEO hires an outside consultant who writes a report recommending change. It should be clear to everyone that this outside firm has no direct power within the firm. It cannot fire anyone, go slow on a project, etc. So if status was just a proxy for relevant local abilities, then this consultant should have little status. Thus if a consultant actually does help the CEO by lending status to the CEO’s side, status must be something else.
So I’m led to consider a sticky-feature concept of status. Long ago coalition politics was important, and foragers had to estimate how useful each person would be if they joined a coalition. So our distant ancestors considered a standard set of features, such as strength, intelligence, charisma, etc., that tended then to indicate that someone would be a useful ally. Humans evolved specialized mental modules for making such estimates, and for estimating common perceptions of such estimates.
Today we have inherited such mental modules, and often use them to estimate which side will win a contest of coalitions. And even though relevant abilities have changed somewhat, our inherited expectations about who will win a coalition contest are somewhat self-reinforcing. For example, if we expect that coalitions of taller people tend to win, then we will be reluctant to cross such a coalition, which will tend to make them win. This can be a self-reinforcing focal equilibrium of the coordination game that is coalition politics.
This doesn’t tell us what features are actually relevant, but it is a potentially useful framework for thinking about status.