Not only easing the discomfort, but this is also the most profitable policy for reducing surprise. If actual agreement (top priority) doesn't reduce surprise, then we can at least fall back on predictable narratives about conflict. — Isaac
That's a piece I was missing.
I'm selling the whole package of support relations as a whole — Isaac
Interesting. One thing I forgot about is kettle logic.
(For people who don't happen to know this one.)(Freud's analogy for the 'logic' of dreams. Comes from a joke about a neighbor returning a borrowed kettle with a hole in it: he defends himself by saying, (a) it had a hole in it when I borrowed it, (b) it doesn't have a hole in it, (c) I never borrowed a kettle from you. --- Kettle logic is actually enshrined in our legal system; briefs will often present mutually inconsistent arguments for the same result and they don't care which one the court accepts.)
There's still something a little off though.
If I make some claim, I might expect you to agree. (Remember our "same as me" discussion, my weird insistence that this would be the cheapest and fastest way to model you?) But suppose you don't. I said that presenting some reasons is an attempt to bring your views into alignment with mine, but that feels both obviously true and a little weak. If I now know that you disbelieve P, I should be able to model you just fine, so that's not the whole story. (Keep reading, progress below.)
When you disagree, there is also the surprise that I've been modeling you wrong, and it feels like one of our first responses is to get a quick sitrep on that failure -- to assess just how much damage this response does to my model of you, to figure out how wrong I was. This you can definitely see on the forum: people go from noting your disagreement right to "You mean you don't think you're conscious? You can't smell the sunrise and see the flowers??" That incredulity is a siren going off at the model-of-you desk. Oh, and we need to make sure the failure is confined to
you, that I haven't been getting all kinds of stuff wrong.
But once things settle down again, likely through the emergency deployment of narrative, why do I try to change your views? That could actually be the same as what was going on above -- an attempt to determine whether I've gotten more than you wrong. Are you in fact right? Do I need to update to ~P? So I request a report from the modeling team -- why is P in the model anyway? (It's fun writing as the clueless executive. I literally don't know why P is in the model! There are some nerds somewhere who take care of that stuff...) The modeling team -- working on a deadline -- throws something together and sends it up and I show that to you. "This is what the boys down in modeling say about P, and it sounds pretty good to me." That will look like an argument, and if I didn't have you around, but were only entertaining a doubt of my own, that might be that. But now my trust in the modeling department has weakened, so by showing you their report, I'm also checking up on them, testing them. "Look, you seem to know something about this P business. Here's what my boys are telling me. Is this any good? Did they miss the boat here?"
Around here (TPF) it's almost a certainty that your answer will be "This report is crap. Your modeling team got this one wrong." But by saying this, you've now disagreed with more of my model, and even though my confidence may have been shaken, I don't just reset to impartial open-mindedness; I may have fallen from 95 to 93.8, that's all, so your responses are still being discounted by default as overwhelmingly likely to be wrong. By disagreeing with my Official Reasons, you're just pigeonholing yourself as an anomaly for me, making the case that my model only failed to recognize how perverse you are, while getting almost everything else right.
Through these first few exchanges, there's been no sign of the need to bring your views into alignment with mine, only a brief flirtation with bringing mine into alignment with yours. --- Actually some of the initial incredulity-driven tests might amount to "Surely you misspoke," so there's that.
There might be something else going on here though. When I recognize that you had a genuinely different view of what I assume is the same body of evidence, that piques the curiosity of the modeling team. "How did he come up with that?" There might be a bad algorithm there worth knowing about and avoiding, or there might be an interesting inference technique there we didn't know about, and even if it doesn't change our view in this case we're always on the lookout for new inference tech. So there's going to be a strong need to know why you had a thought that I didn't. Oh, and of course this plays directly into my need to model you better! My model of you was inaccurate; I need to update it with a model of the crappy inference algorithm you're using, in case I talk to you again.
Still no sign of needing to change your mind though, even though it looks like that's what arguments are for. The only thing I can think of is some hand-wavy thing about cooperation in the general project of all of us staying alive. I might (will! do!) prefer not to have to maintain a desk just to keep track of your screwy views and it would be easier and cheaper to bring you back into line with "practically everyone". --- Or, at least, assign you to one of the narrative departments. I just don't have the manpower to track every rando's views individually.
That's actually not bad, and less hand-wavy than I thought.