When to explain

post by KatjaGrace · 2011-08-24T22:18:22.000Z · LW · GW · 0 comments

It is commonly claimed that humans’ explicit conscious faculties arose for explaining to others about themselves and their intentions. Similarly when people talk about designing robots that interact with people, they often mention the usefulness of designing such robots to be able to explain to you why it is they changed your investments or rearranged your kitchen.

Perhaps this is a generally useful principle for internally complex units dealing with each other: have some part that keeps an overview of what’s going on inside and can discuss it with others.

If so, the same seems like it should be true of companies. However my experience with companies is that they are often designed specifically to prevent you from being able to get any explanations out of them. Anyone who actually makes decisions regarding you seems to be guarded by layers of people who can’t be held accountable for anything. They can sweetly lament your frustrations, agree that the policies seem unreasonable, sincerely wish you a nice day, and most importantly, have nothing to do with the policies in question and so can’t be expected to justify them or change them based on any arguments or threats you might make.

I wondered why this strategy should be different for companies, and a friend pointed out that companies do often make an effort at more high level explanations of what they are doing, though not necessarily accurate: vision statements, advertisements etc. PR is often the metaphor for how the conscious mind works after all.

So it seems the company strategy is more complex: general explanations coupled with avoidance of being required to make more detailed ones of specific cases and policies. So, is this strategy generally useful? Is it how humans behave? Is it how successful robots will behave?*

Inspired by an interaction with ETS, evidenced lately by PNC and Verizon

*assuming there is more than one

0 comments

Comments sorted by top scores.