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5 min read

The means of courage: sober and swashbuckling

The ‘bracing and realistic virtue’ of courage is explored by Andrew Davison in the fourth of his series on virtue.

Andrew works at the intersection of theology, science and philosophy. He is Canon and Regius Professor of Divinity at Christ Church, Oxford.

An etching show a woman operating a cannon, while dead comrades lie at her feet.
Goya's etching entitled 'What courage' depicts Augustina of Aragon heroically defending Saragossa, during the Peninusla War.
Francisco de Goya, Public domain, via Wikimedia Commons.

The ancient Greek tradition brought four aspects of a virtuous life to the fore. These are the four cardinal virtues: prudence, justice, courage, and temperance. We can understand them in terms of the image of a journey. Justice is our destination. Prudence attends to both the destination and the local terrain, and charts the course. Courage helps us to overcome obstacles. Temperance keeps us on the path, when we might be tempted to wander from it, and from the goal.

A middle way

The place of courage among the cardinal virtues is both bracing and realistic. It reminds us that all is not well with the world. We will often need courage because doing the right thing can be costly. Thomas Aquinas has been our guide in this series on the virtues, and he devotes thousands of words to courage, up to and including the willingness to shed one’s blood for the sake of justice. Indeed, for him, such willingness is the paradigm of what courage means. That said, there’s nothing masochistic about his vision of courage either, as if we ought to court danger, or seek loss, for its own sake. The losses that a virtuous person might suffer are only for the sake of the yet greater gain of attaining to goodness. That comes out in his treatment of martyrdom, and being willing to die. No one should seek to throw her life away. Indeed, putting oneself forward for martyrdom is not a good sign of virtue, not least because it lacks humility, and may well rest on a puffed-up estimation of one’s own powers of endurance. Nor is courage the same as foolhardiness. With that remark, we have a good example of the idea – derived from Aristotle, and taken up by Aquinas – that virtue has the character of a ‘mean’, or middle way.

Take the example of hope. We can fall away from hope not only in the direction of despair, but also in the direction of presumption. Despair lacks hope because it dares not hope, or has given up on hope. Just as much, however, presumption lacks hope, because it cannot see a place for it, based either on a misjudgement of the seriousness of the situation, or of our own powers. Courage is like that, lying between two poles, rising not only above cowardice but also above foolhardiness. Or, to put it another way, we could return to the first of the virtues, to prudence, and say that, to be a virtue, courage needs to be prudent: it needs to weigh possibilities, and there is nothing virtuous about doing something reckless, with little or no chance of success.

Just as courage has the character of a ‘mean’, so also, for Aquinas, the suffering it involves has the character of a ‘means’, and never an end in itself. The willingness of a courageous person to forgo ease, safety, the comforts of home, and even to risk life and limb, does not spring from hatred of any of those things, but simply because it places an even higher premium on being the sort of person who does right. In its way, in fact, the virtue of courage pays ample respect to the goodness of what it is willing to give up. It recognises all of those things as good – ease, safety, the comforts of home, bodily well-being, and life itself – and it is only because they are good that we need courage in order to rise above them if the situation demands.

Aquinas was able to stress the supreme importance of courage, and the real rise of loss in doing right, without making an idol of either loss or courage – or, indeed, of difficulty. Although courage recognises the presence of difficulty in the moral life, and steels us to face it, nonetheless, courage is a virtue, and what makes something a virtue is goodness, not difficulty. Virtue is about doing the right thing in a way that it is not, at least not intrinsically, about doing a difficult thing.

‘The essence of the good rather than the difficult’,

As Aquinas wrote.

It’s central to Aquinas’s vision that the degree of difficulty is only incidentally related to the degree of goodness. Here, in fact, Aquinas places himself a little distance from Aristotle. Aristotle had written that

‘virtue is about that which is difficult and good’

and that, Aquinas comments, would seem to imply that

‘whatever is more difficult seems to be more virtuous and meritorious’.

That though, he concludes, is to get things in the wrong order.

‘The good is more about that which is honourable and virtuous than it has to do with difficulty.’

One of the endlessly fascinating things about Aquinas on the virtues is the way he clusters an array of smaller virtues under the sheltering arms of the big seven. We have seen that he praises courage but won’t let it get above itself: no moral theatrics. In contrast, in his treatment of the virtue of patience, which he sees as part of courage, he takes what might seem to be a paltry strength of character, not much respected today, and sees greatness it in, precisely because it is part of courage. (Other excellent theological treatments of patience come from two poets, both forms of the Petrarchan sonnet. There is John Milton, a Protestant of Puritan sympathies, in his On his Blindness, and the Roman Catholic Gerard Manley Hopkins, a Jesuit priest, in his In honour of St. Alphonsus Rodriguez.)

In our day, Josef Pieper wrote, patience has come to be seen as a

‘self-immolating, crabbed, joyless, and spineless submission to whatever evil is met with or, worse, deliberately sought out.’

Turning to Aquinas, he wrote instead that patience is about endurance, and not being conquered by the suffering that it might bring: patience

‘endures certain evils for the sake of good’.

Patience, Pieper goes on,

‘does not imply the exclusion of energetic, forceful activity, but simply, explicitly, and solely the exclusion of sadness and confusion of heart.’

The brave person, in his patience, not only knows how to bear with suffering,

‘he will also not hesitate to “pounce upon” evil and bar its way, if this can reasonably be done.’

There is a heroism to courage, which is by no means entirely in vogue in moral thinking today. Aquinas was unashamed of courage, not least because it has a sobriety to it, to place alongside anything swashbuckling. Virtue requires courage, not so much in the extraordinary circumstances that we typically think of as heroic, but in every situation where doing right requires us not to take the easy road.

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Character
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Virtues
6 min read

What is Putin thinking? And how would you know?

The self-centeredness of modern culture is antithetical to strategic thinking.

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Preisdent Putin stands behind a lectern with a gold door and Russian flag behind him.
What is Putin thinking?

In a world of Google Maps when walking on city streets, or of Waze when driving, it is difficult to ever become lost.  

The AI algorithm provides us with the shortest route to our destination, adjusting whenever we make the wrong turn. We do not need to think for ourselves, technology instead showing the way forward.  

But there are times where it is possible to get lost. This happens less in a city with its clearly set-out streets, and more so when taking the wrong turn in open expanses: hiking in the mountains, traversing farmers’ fields or while navigating at sea. In each of these situations, a miscalculation may lead to peril.  

It is in these situations that we must carefully think through our steps, determining how to proceed, or whether to turn back. Often, these situations are ambiguous, the right way forward unclear.  

Much of life – perhaps more than we wish to acknowledge – is like this, more akin to a walk across an open field with multiple possible routes forward, than a technology-enabled walk through a city.  

When making important decisions, our grasp of a given situation, of others’ intentions and motives, and the networks facilitating and constraining action, are less evident than we may initially think.  

This acknowledgement of uncertainty is no reason for delay, but rather a basis for careful deliberation in determining what to do, and how to proceed. It is necessary if we are to pursue what we believe is right, in a manner that may produce positive results.   

In a recent interview with the BBC Newscast podcast, University of Durham Chancellor Dr Fiona Hill – who previously served as White House National Security Council Senior Director for European and Russian Affairs, and currently as Co-Lead of the UK’s Strategic Defence Review – provides listeners with a powerful reminder on how to proceed within ambiguous situations, especially in navigating the choppy seas, or rocky terrains, of human relationships.  

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. 

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Dr Hill uses the term “strategic empathy” to consider how the political West might proceed in its relationship with Russia, and specifically with Vladimir Putin.  

Strategic empathy is a serious commitment to understanding how another person thinks, considering their worldview, their key sources of information (in other words, their main three or four advisors, who have a person’s ear), and other emotional considerations that underpin decision-making.  

It is much more than just putting oneself in other’s shoes, as is often said about empathy. The approach is one of realism, suspending judgment based on self-protective or self-aggrandising illusions, in favour of what is actually the case.  

In the case of Putin, Dr Hill helpfully reminds listeners that his worldview is drastically different than that of Westerners, and that significant intellectual effort (and specifically, intellectual humility in setting aside one’s own default frames of reference) is necessary to consider decisions from Putin’s perspective, and so make the right decisions from ours.  

Technology is here an assistant but not a cure-all. Whereas AI might – based on a gathering of all possible publicly available information written by and about a particular person – help to predict a person’s next move, this prediction is imperfect at best.  

There are underlying factors – perhaps a deeply engrained sense of historical grievance and resentment in the case of Putin – that shapes another’s action and that can scarcely be picked up through initial conversation. These factors may not make sense from our perspectives, or be logical, but they exist and must be treated seriously.  

This empathy is strategic, because effective strategy is the “How?” of any mission. Whereas a person’s or organisation’s mission, vocation or purpose (all words that can be used relatively interchangeably) is the “Why?” of a pursuit, strategy is the “How?” which itself consists of the questions “Who?” “What?” “When?” and “Where?”  

To understand how to act strategically requires a prior effective assessment of reality. This requires going beyond what others say, our initial perception of a situation, any haughty beliefs that we simply know what is happening, or even the assessments of supposedly well-connected and expert contacts.  

Dr Hill’s strategic empathy is an appeal to listeners to ask questions – digging as much as possible – to arrive at an assessment that approximates reality to the greatest degree possible.  This exercise might be aided by AI, but it is at its heart a human endeavour. 

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. The persistent asking of questions is difficult – requiring mental, emotional and intellectual endurance. 

There is considerable wisdom in Dr Hill’s reflections on strategic empathy, which extend well beyond the fields of intelligence, geopolitics or defence. The idea of strategic empathy helps show us that in much of modern culture – which glorifies the self, individuals putting their wants, needs and desires before those of others – developing strategy is very difficult.  

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is.

Why is this the case? When popular culture favours phrases such as “You do you,” the you becomes a barrier to asking questions, with some aloofness to the situation, necessary for understanding how another thinks. People are encouraged to focus on themselves at the expense of others, and so fail to understand others’ worldviews and ways of operating. 

Simply put, the self-centeredness of modern culture is antithetical to strategy. It impedes deliberation, which involves patience in the gradual formation of purpose for action. It wages war against the considered politics or statesmanship that many want to see return. In place of this is crisis or catastrophe, in which self-focus leads to clashes with others that could otherwise be avoided or worked through carefully.   

The Biblical story of the serpent in the garden is another vantage point for the idea of strategic empathy. Soon after Adam and Eve eat the apple in the garden and become “like gods, knowing good and evil,” God searches for them and asks “Where are you?” 

It is right after individuals try to become the judges of good and evil – “like gods,” that Adam and Eve find themselves lost: God’s “Where are you?”  

Put differently, when a person is convinced they are right, but without asking questions, they make mistakes, they likely suffer unnecessarily because of this, and then become anchorless – the “Where are you?”  

This applies to countries as much as it does to people: the more they moralize, seeking to become the judges of good and evil in a complex geopolitical landscape, the more they drift from their sense of purpose.  

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is. A belief in evident rightness often leads to error, whereas the ability to suspend such judgment helps reveal – often gradually – the right path forward.   

The strategic empathy approach requires both assertiveness – in asking good questions and maintaining persistence in doing so – and self-restraint in the face of believing that the right answer is clear.  

The glue between assertiveness on the one hand and restraint on the other is faith, which helps a person to move forward in a trusting manner, but without exerting oneself so much so that they become the centre of the situation.  

So, while Google Maps, Waze or other technologies might be at our disposal in our travels, both real and metaphorical, these technologies only get us so far.  

The right way forward is seldom initially clear when navigating ambiguous situations, the frequency and stakes of which increase as we embark boldly – with faith – on the adventure of life.  

Dr Hill’s strategic empathy – asking questions, listening carefully, suspending a self of sense, seriously considering diverging worldviews, and adjusting as necessary – helps us to achieve the understanding and direction we need.  

Indeed, this approach is fundamental to a more effective and resilient political West. It is necessary for sounder deliberation, better strategy and statesmanship, in an increasingly ambiguous world.