Applied Bayes' Theorem: Reading People
Or, how to recognize Bayes' theorem when you meet one making small talk at a cocktail party.
Knowing the theory of rationality is good, but it is of little use unless we know how to apply it. Unfortunately, humans tend to be poor at applying raw theory, instead needing several examples before it becomes instinctive. I found some very useful examples in the book Reading People: How to Understand People and Predict Their Behavior - Anytime, Anyplace. While I didn't think that it communicated the skill of actually reading people very well, I did notice that it did have one chapter (titled "Discovering Patterns: Learning to See the Forest, Not Just the Trees") that could almost have been a collection of Less Wrong posts. It also serves as an excellent example of applying Bayes' theorem in every-day life.
In "What is Bayesianism?" I said that the first core tenet of Bayesianism is "Any given observation has many different possible causes". Reading People says:
If this book could deliver but one message, it would be that to read people effectively you must gather enough information about them to establish a consistent pattern. Without that pattern, your conclusions will be about as reliable as a tarot card reading.
In fact, the author is saying that Bayes' theorem applies when you're trying to read people (if this is not immediately obvious, just keep reading). Any particular piece of evidence about a person could have various causes. For example, in a later chapter we are offered a list of possible reasons for why someone may have dressed inappropriately for an occasion. They might (1) be seeking attention, (2) lack common sense, (3) be self-centered and insensitive to others, (4) be trying to show that they are spontaneous, rebellious, or noncomformists and don't care what other people think, (5) not have been taught how to dress and act appropriately, (6) be trying to imitate someone they admire, (7) value comfort and convenience over all else, or (8) simply not have the right attire for the occasion.
Similarly, very short hair on a man might indicate that he (1) is in the military, or was at some point in his life, (2) works for an organization that demands very short hair, such as a police force or fire department, (3) is trendy, artistic or rebellious, (4) is conservative, (5) is undergoing or recovering from a medical treatment, (6) thinks he looks better with short hair, (7) plays sports, or (8) keeps his hair short for practical reasons.
So much for reading people being easy. This, again, is the essence of Bayes' theorem: even though somebody being in the military might almost certainly mean that they'd have short hair, them having a short hair does not necessarily mean that they are in the military. On the other hand, if someone has short hair, is clearly knowledgeable about weapons and tactics, displays a no-nonsense attitude, is in good shape, and has a very Spartan home... well, though it's still not for certain, it seems likely to me that of all the people having all of these attributes, quite a few of them are in the military or in similar occupations.
The Scylla of Error and the Charybdis of Paralysis
We're interested in improving human rationality. Many of our techniques for improving human rationality take time. In real-time situations, you can lose by making the wrong decision, or by making the "right" decision too slowly. Most of us do not have inflexible-schedule, high-stakes decisions to make, though. How often does real-time decision making really come up?
Suppose you are making a fairly long-ranged decision. Call this decision 1. While analyzing decision 1, you come to a natural pause. At this pause you need to decide whether to analyze further, or to act on your best-so-far analysis. Call this decision 2. Note that decision 2 is made under tighter time pressure than decision 1. This scenario argues that decision-making is recursive, and so if there are any time bounds, then many decisions will need to be made at very tight time bounds.
A second, "covert" goal of this post is to provide a definitely-not-paradoxical problem for people to practice their Bayseian reasoning on. Here is a concrete model of real-time decisionmaking, motivated by medical-drama television shows, where the team diagnoses and treats a patient over the course of each episode. Diagnosing and treating a patient who is dying of an unknown disease is a colorful example of real-time decisionmaking.
To play this game, you need a coin, two six-sided dice, a deck of cards, and a helper to manipulate these objects. The manipulator sets up the game by flipping a coin. If heads (tails) the patient is suffering from an exotic fungus (allergy). Then the manipulator prepares a deck by removing all of the clubs (diamonds) so that the deck is a red-biased (black-biased) random-color generator. Finally, the manipulator determines the patients starting health by rolling the dice and summing them. All of this is done secretly.
Play proceeds in turns. At the beginning of each turn, the manipulator flips a coin to determine whether test results are available. If test results are available, the manipulator draws a card from the deck and reports its color. A red (black) card gives you suggestive evidence that the patient is suffering from a fungus (allergy). You choose whether to treat a fungus, allergy, or wait. If you treat correctly, the manipulator leaves the patient's health where it is (they're improving, but on a longer timescale). If you wait, the manipulator reduces the patient's health by one. If you treat incorrectly, the manipulator reduces the patient's health by two.
Play ends when you treat the patient for the same disease for six consecutive turns or when the patient reaches zero health.
Here is some Python code simulating a simplistic strategy. What Bayesian strategy yields the best results? Is there a concise description of this strategy?
The model can be made more complicated. The space of possible actions is small. There is no choice of what to investigate next. In the real world, there are likely to be diminishing returns to further tests or further analysis. There could be uncertainty about how much time pressure there is. There could be uncertainty about how much information future tests will reveal. Every complication will make the task of computing the best strategy more difficult.
We need fast approximations to rationality (even quite bad approximations, if they're fast enough), as well as procedures that spend time in order to purchase a better result.
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