The nonsense isn't just that they're assuming a point probability, it's that, conditional on that point probability not being true, there's only a 2% chance that theta is .5 += .01. Whereas the actual a priori probability is more like 99.99%.
> The nonsense isn't just that they're assuming a point probability, it's that, conditional on that point probability not being true, there's only a 2% chance that theta is .5 += .01. Whereas the actual a priori probability is more like 99.99%.
The birth sex ratio in humans is about 51.5% male and 48.5% female, well outside of your 99.99% interval. That’s embarrassing.
You are extremely overconfident in the ratio because you have a lot of prior information (but not enough, clearly, to justify your extreme overconfidence). In many problems you don’t have that much prior information. Vague priors are often reasonable.
It comes down to the capital owners owning the money printer. And nothing else.
I'm aware of a few attempts to create a labour-owned money printer (using the ideas of cryptocurrency) but none that are getting off the ground. Bitcoin is not one - it was a good idea to try, but it got captured by capital just the same as fiat money did.
- It’s fundamentally more difficult to raise and organize millions of dollars to build a factory and fill it with automatic weaving machines than it is for someone to train for a few weeks to become an automatic weaving machine operator.
- Various government regulations, from environmental protections and zoning laws that make it harder to build factories to safety regulations for operating factories, make it harder to open new factories and so decrease the elasticity of labor demand. I want to be explicit here that I am not saying these regulations are bad—but we must recognize the side effects they have.
- Long lead times on capital investments greatly increase the risk of market movements or technological advances making the business plan untenable before it gets off the ground.
- Organizational inertia slows staffing changes. Corporations often make decisions at glacial speeds. Want to hire a new team? Who is going to manage them? Who do they report to? Where will they work? These discussions can take up months, at which point the market has changed and ehhhh maybe we don’t want to hire a new team after all.
- High cost and difficulty of firing people makes hiring for a possibly short-term market opening less attractive. Think union contracts, severance pay, etc. Again, I want to be explicit that I’m not saying these are bad things, but we need to understand the effects they have.