> unfalsifiable
If we're trying to piece together how the past actually happened based on the shadow it left on the present, yes, falsifiability is hard, sometimes possible to achieve. Most of the speculations I provided could be reasonably well tested though.
Take (5) as an example. If you find other important byproducts from the associated genes, those strengthen (5)'s argument. If you find significant negative effects from the new "miracle" proteins, those strengthen (5)'s argument. If you find an organism with an energetically intensive mechanism for removing these new "miracle" proteins, those strengthen (5)'s argument. If you apply a medicinal intervention to allow the gene to be enabled but those particular "miracle" proteins to be disabled in a wild population and observe the gene frequency dwindle, that strengthens (5)'s argument.
None of it's perfect, but there are a variety of experiments and observations you can do to strengthen or weaken your belief in specific causal mechanisms.
> used to justify unjustifiable positions
I go back and forth on this one. Should you hide information (in this case, not even very good information, just plausible mechanisms, provided because somebody was a bit curious and I thought scratching that itch might help them on whatever journey they're currently undertaking) just because it's possible to misunderstand it? Because it's prone to misuse?
Like, obviously if people are concluding from a list of guesses appropriately described as such that osteocytes evolved to extend life as a poorly calibrated part of the exercise process, that's not justified. What happens when people extend similar wild speculation to gender or racial differences? You're right, it's a touchy subject.
On the other hand, that's an argument against:
- Data-driven organizations -- a common cognitive bias is the spotlight effect, and applied to "data-driven" organizations it often leads to abandoning intuition and reason when the best proxy measurements you're able to perform incorrectly suggest a different course of action to be optimal.
- Giving correct estimates to your PM -- you know the organization will run more smoothly if you start unraveling the spaghetti sitting in fromt of you, but (in many orgs) it'll take longer to argue that point than it will to just do your job correctly, so you fudge ticket descriptions and estimates to make sure critical maintenance happens.
I try to evaluate that sort of thing on a case-by-case basis. I think it's fine here. I don't have a good justification for why I think that.