Tag Archives: practical deliberation

Three Ways of Standing on Quicksand

Here’s a drawing I made on the back of an envelope over breakfast this morning, to illustrate three ways of standing on quicksand: territorial rivalry, amoral transactionalism, and moral community or mutual standing.


Another Thought On Gessen’s Shift

In response to a comment on yesterday’s post about Masha Gessen’s “Trump: The Choice We Face,” I remarked that the opposition Gessen sets up in her essay between realist and moral reasoning seems a little too clean and stark. It is also not one we can carry over, intact, into political life.

We should like to be able to choose, always, between right and wrong, and do what is right; but life does not present itself in these terms, and it’s easy to imagine cases in which moral reasoning might prevail and political action would thereby be limited, or impossible; where strict adherence to the moral could usher in its own Robbespierrean terrors; or where we simply failed to take into account the extent to which moral reasoning is already conditioned and determined by the actual, by the real.

Of course we should try to temper realism with moral reasoning, but we should probably not complete Gessen’s shift: we can never operate entirely from one side or the other.

It’s important to recognize the shortcomings of the transactional and still reserve the power to deliberate about what to do and outcomes we would like to see. A balanced view wouldn’t force the choice between realism and morality, but allow for the fact that sometimes people have to get their hands dirty; and when they must, they can and should act while remaining fully aware — at times they will be tragically aware — of the moral difficulties in which they have entangled themselves.

It’s rare in life, and in political life rarer still, that we are able simply to substitute moral reasoning about right and wrong for practical deliberation, just as it’s always cold and inhuman to reduce practical deliberation to a calculation of costs and outcomes without consideration of what we owe to ourselves and others.

Serious Conversations, 9

A blog post by Eric Schwitzgebel and Jonathan Ellis brings me back to my preoccupation with serious conversations. The post looks at the question whether moral and philosophical reasoning is ever anything more than post-hoc rationalization, and asks whether in the long run that matters.

After considering some of the benefits that philosophical or scientific communities (or any community of inquirers or people having a conversation about what to do) might derive from letting a thousand rationalizations bloom, Schwitzgebel and Ellis write:

there’s much to be said in favor of a non-rationalizing approach to dialogue, in which one aims to frankly and honestly expose one’s real reasons. If you and I are peers, the fact that something moves me is prima facie evidence that it should move you too. In telling you what really moves me to favor P, I am inviting you into my epistemic perspective. You might learn something by charitably considering my point of view. Rationalization disrupts this cooperative enterprise. If I offer you rationalizations instead of revealing the genuine psychological grounds of my belief, I render false the first premise in your inference from “my interlocutor believes P because of reason R, so I should seriously consider whether I too ought to believe P for reason R”.

If we can’t “charitably” enter into the point of view of a second person, and are stuck with their rationalizations, we might end up like the psychopaths and zombies described by Pettit and Smith in their 1996 paper on the conversational stance (which I discussed in a previous post).

In that case, those who are unmoved by evidence and evaluations, or refuse to change their desires and actions in light of them, “are not seriously involved in the business of practical evaluation.”

In this case, we have moved from Pettit and Smith’s world of evidence and evaluations in light of norms to “psychological grounds,” and the larger point about serious involvement has taken on some new colors as well.

Still, “rationalizations disrupt [the] cooperative enterprise” of conversation, because they prevent us from taking up the second-person stance, which is the only place from which we can “seriously consider” P on the grounds an interlocutor might offer.

Serious Conversations, 8

There’s a serious aspect to what Stuart jokingly says here. Philip Pettit and Michael Smith put a finger on it in their discussion of what they call “the conversational stance” in “Freedom in Belief and Desire” [pdf].

When we engage in serious conversation about what to believe or do, Pettit and Smith observe, we assume, among other things, that our interlocutor can, and will, change her beliefs (about the way things are) and evaluations (about what to do) in light of evidence. We assume, further, that she will adjust her desires and assess her plan of action in light of these evaluations. (So, they will go on to argue, we hold her responsible as a free thinker and as someone possessed of free will.) Otherwise, there is no point in having the conversation, and there might even be reason to fear that we are involved with a zombie or psychopath:

Were you to think that your interlocutor lacked the dispositions to register and respond to the demands of the norms governing evaluations that you both countenance, and lacked them even in the provisoed measure allowed, you would either have to put his evaluative understanding or commitment in serious question or you would have to regard him as something close to a zombie or a psychopath. How could your interlocutor agree that doing such and such is irrational, so you will ask, but not see that the prescription applies to him? Or, if he does admit it applies to him, how could he fail to adjust his desires and actions accordingly? In particular, how could he fail to do these things, when the failure is not to be explained by reference to familiar obstacles [such as fetishes and obsessions, disabling moods and passions]? The only answer available would seem to be that he is not seriously or sincerely involved in the business of practical evaluation, or that if he is, then he is not reliably attuned to the practical values in question. In either case, you lose solid grounds for authorizing him as a conversational interlocutor. You must cease to see any point in conducting a conversation that is supposed to bear on how he should behave.

Serious Conversations, 1

In a previous post I pledged to say something about serious conversations, so I’ve set out to make a little headway on that topic. This is a first try. I’ll correct or advance what I manage to say here in subsequent posts.

A rule of thumb: serious conversations are more likely to involve demands than commands.

I’m not giving up at all on the idea that commands can be legitimate or given legitimately, or that those being ordered about can vest the person giving the orders (by contract, consent or some prior agreement) with legitimate authority. (Without that authority, commands have to rely on coercion.) But usually a command is not an invitation to deliberate; instead, the person giving the command has already reserved all deliberative rights – all rights to determine what there are reasons to do – to himself.

Just the other day, on the subway, I overheard a man complaining about his boss to a co-worker. His boss had told him: “I don’t want to see you on any floors you’re not assigned to. You stay on floors 4, 5 and 6.” Whether the boss didn’t trust this guy to move about freely, had something to hide on the other floors (as the worker suspected), or had some other reasons for controlling and monitoring the movements of his workers – or just this one worker – is impossible to say. In any case, this order was not an invitation to discuss the best arrangement or to trade reasons, and the disgruntled worker could only speculate: “There’s gotta be a reason for that.” Gotta be, but in this case, the boss had arrogated all reasons and reason-giving to himself; and — tellingly — that had led the worker to distrust him and question his order-giving authority.

I gathered this example by eavesdropping, I know, and I have only one person’s side of the story, but for now let it stand. It helps shore up the point that commands issued without explanation – or without giving others a share in reasons – can damage trust and undermine the authority of the one giving the commands. Of course, the two things are intimately related: what is authority without trust?

Serious conversations invite others to share in giving and finding reasons and in determining what there are reasons to do. They create opportunities for co-deliberation. To undertake the search for reasons or the giving of them, together, we are required to vest each other only with an authority equal to our own – the authority to make demands of each other (or to hold each other mutually accountable). Recognizing that authority in others and in ourselves won’t necessarily build trust, but it is difficult to trust someone who refuses or neglects to account for himself and who does not demand or ask the same of us.