Simulacra levels, moral mazes, and low-hanging fruit (with Zvi Mowshowitz)
Dec 20, 2023
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In this discussion, Zvi Mowshowitz, author of 'Don't Worry About the Vase,' dives into why we often overlook easy improvements in our lives. He explores the balance between conformity and innovation in decision-making. Zvi also examines the four levels of simulacra, the 'moral mazes' in corporate loyalty, and how social pressures affect creativity. He further discusses AI challenges, proposing that financial incentives could enhance safety measures, drawing parallels with Bitcoin's security strategies.
People often resist change and overlook obvious opportunities for improvement due to the assumption that if something was beneficial, it would have already been tried.
Communicating can occur on different levels: factual information, shaping beliefs, signaling loyalty, and creating symbolic impact. Understanding these levels enhances interpretation and navigation of discussions.
Social conditioning and deference to authority can hinder individuals from questioning, speaking up, or seeking second opinions, but recognizing these tendencies empowers individuals to take action and seek truth.
Hierarchical systems in corporations, governments, and groups can disconnect individuals from reality, prioritize social status and authority, and marginalize other priorities.
Deep dives
Minding the Low-Hanging Fruit
People have a tendency to resist change and stick to what they are familiar with, even when there are obvious opportunities for improvement. This behavior can be attributed to the belief that if something was truly beneficial, someone would have already tried it. However, this assumption is often incorrect, as many potential solutions remain unexplored. It is important to regularly assess whether we are doing the obvious things to improve our lives or businesses, as it is easy to fall into a pattern of complacency and avoid taking necessary action due to trivial inconveniences or social pressures.
The Power of Stories and Symbolism
The way we convey ideas and influence others can occur on different levels. At level one, we communicate straightforward, factual information. At level two, we aim to persuade others by shaping their beliefs. Level three involves using language as a form of signaling loyalty or allegiance to a group or ideology. Finally, level four focuses on the symbolic impact of words, associations, and the overall vibe they create. Understanding which level someone is operating on when communicating allows for a more nuanced interpretation of their intent and can help navigate complex discussions or distinguish between factual truth, persuasive tactics, tribal signaling, and associative messaging.
The Pitfalls of Authority and Social Conditioning
Social conditioning and deference to authority can hinder individuals from speaking up, even in critical or dangerous situations. This phenomenon has been observed in co-pilots who fail to challenge a pilot's decisions despite sensing impending disaster. Similarly, patients may refrain from questioning doctors or seeking second opinions, potentially jeopardizing their own well-being. Recognizing and challenging these tendencies can empower individuals to question authority, seek truth, and take action when necessary.
Understanding the Mindset of Communication
The concept of simulacra levels highlights the different mindsets we adopt when communicating with others. Level one focuses on conveying objective truths, while level two involves shaping others' beliefs. Level three revolves around signaling loyalty and identification with specific groups. Lastly, level four encompasses the use of language for symbolic impact, associations, and social signaling. Recognizing which level someone is operating on can greatly enhance our understanding of their intentions and motivations, enabling us to engage in more effective and meaningful conversations.
The Pitfalls of Organizational Hierarchy and Success-Oriented Mindsets
The podcast episode explores the dangers of hierarchical systems, whether in corporations, governments, or other groups. The speaker emphasizes that such systems can lead to a disconnection from reality and a focus on abstract success, often determined by political dynamics. The mindset that rewards climbing the ladder and prioritizes social status and authority above all else creates an environment where other priorities are marginalized and even punished. The episode provides examples from major corporations and highlights the destructive effects of such systems on individuals and organizations.
The Difficulty of Evaluating AI System Output
The podcast delves into the challenge of evaluating the outputs of artificial intelligence systems. It discusses the prevalent reinforcement learning from human feedback approach, where humans determine which outputs they prefer, teaching the AI to mimic their preferences. However, detecting and correcting systematic mistakes or evaluating the outputs of more intelligent and capable AI systems become increasingly difficult. The episode explores the need for automated feedback and the notion that evaluation is often harder than generation when it comes to AI systems.
Incremental Steps and Safety Measures in AI Development
The podcast addresses the importance of incremental steps and caution in the development and deployment of AI systems. It highlights the need for slower advancements, with smaller jumps between versions, to allow for better evaluation and identification of potential risks and exploits. The speaker emphasizes the complexities of aligning AI systems, the challenges of evaluating dangerous capabilities, and the need for careful iterations to ensure safety and avoid unintended consequences. Additionally, the episode discusses the potential role of ongoing evaluation and the consideration of exploitation risks in developing safer AI systems.
Why do we leave so much low-hanging fruit unharvested in so many parts of life? In what contexts is it better to do a thing than to do a symbolic representation of the thing, and vice versa? How can we know when to try to fix a problem that hasn't yet been fixed? In a society, what's the ideal balance of explorers and exploiters? What are the four simulacra levels? What is a moral "maze"? In the context of AI, can solutions for the problems of generation vs. evaluation also provide solutions for the problems of alignment and safety? Could we solve AI safety issues by financially incentivizing people to find exploits (à la cryptocurrencies)?
Zvi Mowshowitz is the author of Don't Worry About the Vase, a widely spanning substack trying to help us think about, model, and improve the world. He is a rationalist thinker with experience as a professional trader, game designer and competitor, and startup founder. His blog spans diverse topics and is currently focused on extensive weekly AI updates. Read his writings at thezvi.substack.com, or follow him on Twitter / X at @TheZvi.
