Rationality wakes up last:

In those first seconds, I'm always thinking some version of this: "Oh, no!!! This time is different. Now my arm is dead and it's never getting better. I'm a one-armed guy now. I'll have to start drawing left-handed. I wonder if anyone will notice my dead arm. Should I keep it in a sling so people know it doesn't work or should I ask my doctor to lop it off? If only I had rolled over even once during the night. But nooo, I have to sleep on my arm until it dies. That is so like me. What happens if I sleep on the other one tomorrow night? Can I learn to use a fork with my feet?"

Then at about the fifth second, some feeling returns to my arm and I experience hope. I also realize that if people could lose their arms after sleeping on them there wouldn't be many people left on earth with two good arms. Apparently the rational part of my mind wakes up last.

Scott Adams on waking up with a numb arm.

Rationality is a lot like grammar: it's good to have for any job, everybody learns most of what they'll ever learn as kids, and you lose it when you drink. The main difference is that people don't think of it as something to be learned.

As money-making operations go, there are quite a few that teach rationality without calling it that. QA and troubleshooting are both huge IT sectors that are entirely about applied rationality, and if you can prove that your rationality program benefits those organizations, you will get work from IT managers.

But since there's such a strong incentive to be the third, if you are the second-most-senior-director and know that all the directors are strawmen-rational-actors, you can be pretty confident that if you vote yes, the most-senior-director will also vote yes.

This seems much like the Prisoners' Dilemma. Yes, you can avoid it easily if you can talk beforehand and trust everyone to go through with their precommitments. If you can't talk or you don't trust what they say, then it's much harder to avoid. After all, if the first two directors cooperated with the plan by voting no, then the second two directors would have a very high incentive to defect and vote yes.

In practice people are usually able to solve these for much the same reasons they can usually solve prisoners' dilemmas - things like altruism and reputational penalties.

Your lackey proposes as follows: “I move that we vote upon the following: that if this motion passes unanimously, all members of the of the Board resign immediately and are given a reasonable compensation; that if this motion passes 4-1 that the Director who voted against it must retire without compensation, and the four directors who voted in favor may stay on the Board; and that if the motion passes 3-2, then the two 'no' voters get no compensation and the three 'yes' voters may remain on the board and will also get a spectacular prize - to wit, our company's 51% share in your company divided up evenly among them.”

Considering the reasoning that ends in "everyone is kicked off the board," wouldn't they all talk about it for a few minutes and then reject the proposal 4-1 (or maybe 3-2)?

"Evolutionists say that if God makes sense to us, it is not because he is really there, it's only because that belief helped us survive and so we are hardwired for it. However, if we can't trust our belief-forming faculties to tell us the truth about God, why should we trust them to tell us the truth about anything, including evolutionary science? If our cognitive faculties only tell us what we need to survive, not what is true, why trust them about anything at all?" -Timothy Keller

This is so laden with assumptions that are not substantiated that it is an excellent piece to pick apart just for practice. How does the capacity for untruth imply the un-capacity for truth? When do the biologists say that senses only provide what helps propagate the species? My laptop may be designed as a computer, but it still works as a hammer in a pinch...

Upvoted.

I agree with Singularity Institute positions on a great deal. After all, I recently made my first donation to the Singularity Institute.

Be careful about the direction of causation here!

To lie convincingly, it is necessary to first believe the lie yourself; in other words once you deceive yourself, convincing others is easy. The reason for this phenomenon appears to be the behavioral clues offered when one knowingly lies. Why is it that we offer these behavioral clues when we lie? Surely it would be advantageous to disguise our lies?

The only possible reason appears to be, that these behavioral clues are the only way we have of knowing of ourselves, that we lie. Without this metaphorical 'crossing of fingers', we would have no way of knowing that we lied. If this is the case, then behaviorism has a point; much as we might like to think otherwise, it appears that we may be nothing more than the sum of our behavior.

So far from Denver!