The Shutdown Problem: An AI Engineering Puzzle for Decision Theorists
Elliott Thornley (Global Priorities Institute, University of Oxford)
GPI Working Paper No. 10-2024, forthcoming in Philosophical Studies
I explain and motivate the shutdown problem: the problem of designing artificial agents that (1) shut down when a shutdown button is pressed, (2) don’t try to prevent or cause the pressing of the shutdown button, and (3) otherwise pursue goals competently. I prove three theorems that make the difficulty precise. These theorems suggest that agents satisfying some innocuous-seeming conditions will often try to prevent or cause the pressing of the shutdown button, even in cases where it’s costly to do so. I end by noting that these theorems can guide our search for solutions to the problem.
Other working papers
On the desire to make a difference – Hilary Greaves, William MacAskill, Andreas Mogensen and Teruji Thomas (Global Priorities Institute, University of Oxford)
True benevolence is, most fundamentally, a desire that the world be better. It is natural and common, however, to frame thinking about benevolence indirectly, in terms of a desire to make a difference to how good the world is. This would be an innocuous shift if desires to make a difference were extensionally equivalent to desires that the world be better. This paper shows that at least on some common ways of making a “desire to make a difference” precise, this extensional equivalence fails.
Doomsday and objective chance – Teruji Thomas (Global Priorities Institute, Oxford University)
Lewis’s Principal Principle says that one should usually align one’s credences with the known chances. In this paper I develop a version of the Principal Principle that deals well with some exceptional cases related to the distinction between metaphysical and epistemic modality. I explain how this principle gives a unified account of the Sleeping Beauty problem and chance-based principles of anthropic reasoning…
Misjudgment Exacerbates Collective Action Problems – Joshua Lewis (New York University) et al.
In collective action problems, suboptimal collective outcomes arise from each individual optimizing their own wellbeing. Past work assumes individuals do this because they care more about themselves than others. Yet, other factors could also contribute. We examine the role of empirical beliefs. Our results suggest people underestimate individual impact on collective problems. When collective action seems worthwhile, individual action often does not, even if the expected ratio of costs to benefits is the same. …