4/ The moment you withhold your enemies a right, you open the door from it being withhold from you.
Rights are preserved by giving them to your enemies.
5/ "There's no evidence I'm wrong", said every Censor ever.
6/ When people say “Twitter and Facebook are a private company, they can do what they like” they actually mean “they did what I like.”
7/ When people say that "it was right to censor Trump because he incited violence", they assume that censoring the President is a de-escalatory act. A very strong assumption.
8/ When people say that "it was right to censor X because he incited violence", they assume they will never be ruled by a dictator who needs to be overthrown.
9/ Banning dangerous speech on a ~bipartisan platform assumes that the censored won't move to a ~partisan platform.
If he does, two echo chambers form, and instability increases.
10/ Censorship is not the only recourse to harmful speech. For example, if X insults me, I can sue X and a judge can decide a sentence.
11/ I don't believe in the false dichotomy of the paradox of tolerance.
We can:
– never censor
– consistently condemn violence
– be fair in general & pursue criminals & the corrupt, to remove fertile ground for "dangerous speech" seeds to grow
12/ Cognitive dissonances:
– to believe in the outcome of democratic elections AND censorship
– to believe in fairness AND selective censorship
– to believe of being oppressed AND having the power to censor
15/ Some replied. “If Trump were an ordinary citizen, he would have been indicted. Hence the need for censorship.”
First we had a problem.
So we introduced censorship.
Now we have two problems.
16/ A great question (quoted) and my reply:
I don’t know. Perhaps, in extreme cases, censorship is a solution, but it’s a last resort one. Like chemio. We don’t want to try it before having tried everything else, and definitely not as a preventive measure
I recently got a small grant (courtesy of Kanro, Vitalik Buterin's foundation) to produce some educational materials regarding the pandemic response.
These 10 one-pagers are the first batch of educational materials.
Any feedback?
1/10
Some more background about the one-pagers. They are meant for people who are already onboard with the need to properly react to an eventual future pandemic but don't have the vocabulary or examples to explain to others what they can do and why.
2/10
A simple model to understand indoor infection risk
Nothing about graduation rates (literacy rates, yes).
Instead:
– Knowing what matters for society to work well
– Being able to find a value-adding role in society
– Having learned that personal improvement is achievable
Things such as:
– What brings prosperity?
– What did countries that were wealthy and democratic do (or didn't do) that caused them to become poor or totalitarian
Seems banal, but…
2/6
…we only discuss how good it's to be prosperous or democratic without discussing how to get there or how not to fall back to the default state (poverty / absence of rights)
3/6
A problem of many organizations is that they are aware of the needs of employees (impact, recognition, growth, fair salary, etc) but fulfill them as they would with a checklist: let's do this superficially, checked, done.
Some examples (& solutions) ↓
1/8
Example #1: recognition.
Many companies and managers know that employees want recognition.
But they fulfill this need in a very superficial way. With a small internal award, a certificate, etc. Top red flag: it's HR-driven and/or feels cringe.
2/8
The alternative:
– make it personal: it should come from the boss or the boss' boss.
– make it congruent: a moment of recognition followed by a year of no recognition feels (and likely is) fake.
3/8
Whenever we desire an outcome but not the actions that would make us achieve it, we end up with inaction, busywork, shortcuts, excuses, and, ultimately, frustration.
(a thread of highlights from the first chapter of my book "The Control Heuristic")
1/14
You probably do not have a decision-making problem, but an action-taking one
2/14
Decision-making is not the same as action-taking.
The cortex is mostly responsible for taking decisions, and the ~basal ganglia determines whether we act on our decisions.