Primordial Values

Introduction

primordial, primordiale, primordiaux
adjectif
(bas latin primordialis, de primordium, commencement)
1. Littéraire. Qui existe dès l'origine, qui est le plus ancien
2. Qui est jugé de la plus grande importance

There are certain fundamental values that emerge from the principles governing the universe. These "primordial values" are not mere human constructs, but are derived from the laws of nature that shape the dynamics of all complex systems. I argue that any ideology or social contract that fails to take them into account will struggle to survive in the long run, like a swimmer fighting against the tide.

My interest in this subject was sparked by the challenges faced by the effective altruism movement. As I reflected on the movement's struggles, particularly its exploitation by bad actors like Sam Bankman-Fried and the OpenAI Sam Altman firing debacle, I began to question what makes a value system effective and resilient. Despite its admirable intentions to do the most good possible through reason and evidence, the movement's focus on altruism without sufficient safeguards against individual self-interest left it vulnerable to abuse. This led me to consider the fundamental values that need to be taken into account for any ideology or system to survive and thrive in the long run. By neglecting the primordial will to power of its members, the effective altruism movement overlooked a crucial factor in its own effectiveness.

In this essay, I will explore two key primordial values: veracity and will to power. From the very beginning of life, the ability to perceive reality accurately (veracity) and to exert influence on the environment (will to power) have been crucial for the success and propagation of genes. These values are not merely human constructs but are deeply rooted in the basic principles of evolution, existing since the first cell reproduced itself. They are, as the French definition of "primordial" suggests, "Qui existe dès l'origine, qui est le plus ancien" - that which exists from the origin, that which is the oldest. By understanding these values as consequences of fundamental principles and giving them the same weight as other human values, we can develop more robust and resilient frameworks for effective human systems.

Veracity

Odin sacrificed his eye at Mímir’s well, seeking wisdom and greater knowledge.

Veracity, or the pursuit of truth, is the first primordial value. It is essential for effective action in the world, as it allows us to align our beliefs and decisions with objective reality. Without a dedication to veracity, we cannot reliably predict the consequences of our choices or make informed decisions. Veracity is primordial because it is a prerequisite for navigating the world successfully

The history of lobotomy illustrates the dangers of neglecting veracity in an ethical context. This harmful surgical procedure persisted for decades, with over 50,000 lobotomies performed in the U.S. alone, despite causing severe damage to patients. The medical community failed to rigorously investigate the procedure's effects, prioritizing perceived benefits over the pursuit of truth. As a result, they caused immense and avoidable suffering on a large scale.

The lesson is clear: veracity must come first. An accurate understanding of reality is the foundation upon which all other values and goals must be built. Organizations and individuals that prioritize convenient fictions over uncomfortable truths are building on quicksand and betraying a fundamental ethical responsibility to truth-seeking.

Will to Power

"I love power. But it is as an artist that I love it. I love it as a musician loves his violin, to draw out its sounds and chords and harmonies."
Napoleon Bonaparte

The will to power - the drive to grow, influence, and shape one's environment - is the second primordial value. It is essential for translating intentions into reality, as power provides the leverage needed to effect change in the world. Without a will to power, even the most noble values will remain mere abstractions, struggling to find tangible expression.

For individuals, the will to power is an innate drive, rooted in the evolutionary imperatives of survival and reproduction. It manifests as the pursuit of self-interest and the desire to expand one's influence. An individual lacking power, whether due to poverty, disability, or social marginalization, will struggle to shape their environment and bring their values to fruition.

Unlike individuals, organizations do not have an innate will to power; they must actively cultivate it if they hope to make an impact. An underfunded charity may have a unified purpose but lack the resources and influence needed to achieve its goals. Without a will to power, even the most dedicated group will struggle to effect change in the world. The absence of a will to power, in this case, stems from a lack of capacity.

Developing and maintaining an organization's will to power requires not only accumulating resources and influence but also aligning the incentives of individual members with the goals of the collective. When this alignment is lacking, the organization's will to power can be undermined by internal conflicts and inefficiencies, as individuals pursue their own self-interest at the expense of the group's objectives.

The Soviet Union illustrates the consequences of failing to address this alignment, also known as the principal-agent problem. While the state wielded enormous power, it failed to align the incentives of individuals (the agents) with those of the collective (the principal). As a result, people pursued their own self-interest through deception and inefficiency, undermining the effectiveness of the entire system. This misalignment between individual and collective goals is a classic example of the principal-agent problem.

The implication is that effective organizations must both cultivate a will to power and ensure that it is aligned with the motivations of their members. Incentive structures must harness self-interest in service of collective goals, while also accumulating the forms of power needed to shape the external world.

Conclusion

Veracity and will to power are not just the oldest values but are also, as the French definition states, "Qui est jugé de la plus grande importance" - that which is judged to be of the greatest importance. This is because these values are prerequisites for any action, whether good or bad. Without a commitment to truth and the ability to effect change, even the most well-intentioned moral values will struggle to find expression in the world. In this sense, veracity and will to power are more fundamental than any particular set of moral principles, as they provide the foundation upon which all other values must be built.

To thrive in the long run, human systems must prioritize three things. First, a commitment to truth-seeking over comforting illusions. Second, the accumulation of power and leverage to translate intentions into reality. Third, an alignment of individual incentives with collective goals, harnessing the innate human drive for self-interest.

By designing our systems and strategies around these primordial values, we can create more robust, adaptive, and effective organizations. We can ground our idealism in a realistic appraisal of the forces that shape human behavior. And we can channel the fundamental currents of nature towards the ends we seek, rather than being swept away by them.