Explainer

Creed

Virtues

15 March 2024

6 min read

Temperance: neurotic vice or self-control for future benefit?

We’re better at bravery than temperance, just when we need that self-control more than ever.

Barnabas Aspray

Barnabas Aspray is Assistant Professor of Systematic Theology at St Mary’s Seminary and University.

A casually dressed man perches on railing balancing, clasping his hands and looking around.

Jed Villejo on Unsplash.

The 21st century is witnessing a crisis of temperance, self-discipline, and self-control. Lent is one way to combat this.

According to the international Leader Character framework, there are eleven “character strengths” important for human wellbeing and good leadership. These include virtues like justice, accountability, courage, and good judgment. Researchers have used this framework to perform thousands of studies on teams and groups of people around the world. These studies show that, almost without exception, temperance is the weakest virtue in every team everywhere. (Not quite every person – each team has one or two members with strong temperance, but temperance is still weakest on average for a group).

The modern world is not only intemperate: it actively encourages the opposite: immediate gratification of desires. Every day we are bombarded with online ads, posters, and TV commercials that tell us to ‘Indulge yourself’; ‘treat yourself’, ‘look after yourself’, along with images of sensually pleasing people and objects. It is a rare advert that appeals to your calm rationality and long-term thinking. The advertising industry knows that it can make much more money from people who lack self-control. If it targets your basic animal impulses, then you are more likely to buy things you don’t need and wouldn’t have thought of without ad’s enticing promise.

Temperance is the power to choose what you won’t regret choosing later on.

Worse still, there are elements of Western thought that praise intemperance as a virtue and pathologize restraint as a psychological disorder. Elements of Freudian psychoanalysis, popularised in the media, suggest that you do damage to your mental health if you suppress your desires or try to hide them. It is far healthier to give free rein – to sexual desire first of all, but to all desires in the end. Temperance is no longer a virtue to be admired, but a neurotic vice that fills your subconscious with envy, bitterness, and psychological problems.

What is temperance anyway and why is it a problem if we lack it?

Temperance is self-control. It is acquired by self-discipline. Its purpose is to organise and order your many desires, giving priority to the ones that matter most to you. Let’s say you want to lose weight, and you also want to eat that doughnut you can see in the shop window. Or you want to save money to buy a house, but you also want that new and larger TV screen. Those are competing desires. Temperance is the power to choose what you won’t regret choosing later on. It doesn’t tell you what you ought to choose: it simply gives you control over your desires so you rule over them instead of them ruling you.

What does lack of temperance look like? Whenever you keep doing something you wish you didn’t keep doing, you are being intemperate. I don’t mean one-time actions that you later regret. I mean things you know you’ll regret even before you do them, yet you still do them. Things like: smoking (for most people), eating too much, browsing Instagram or TikTok instead of working, failing to show up for gym class. It can also mean any kind of procrastination: avoiding doing a task you know you have to do but don’t want to do ‘now’. In sum, it reveals a disorganisation in your priorities and goals, so a lesser priority subverts a higher priority because it’s more immediately available and enjoyable.

We need temperance if we’re going to be happy with where our lives are going

The problem with lacking temperance is that it undermines your own goals for your life and makes your future self a helpless victim of your present self. It leads to a downward spiral of the heart of intemperance is that some desire, some pleasure, some indulgence, has gained so much power over our life that we no longer have control over it. It is in the driving seat, not us. Intemperance is also a cause of self-hatred and low self-esteem. One of the best ways to feel better about yourself is to set long term goals and stick to them. It makes you feel like you’re heading somewhere good.

By contrast, the heart of temperance is to subordinate everything we think, feel, and enjoy to our will, our clear-headed decisions about the kind of person we want to be in the long-term. We need temperance if we’re going to be happy with where our lives are going. Temperance is even needed for worldly success. Warren Buffett once said, “Investing is not a game where the guy with the 160 IQ beats the guy with the 130 IQ. Once you have ordinary intelligence, what you need is the temperament to control the urges that get other people into trouble.”

Why is temperance so lacking in our own time? I can think of at least two reasons.

First, we are one of the wealthiest societies ever to exist. Wealth may have benefits, but it also enables us to get what we want, when we want it. Wealthy people are less used to having their desires unsatisfied than poor people. Unfulfilled longing is a less common occurrence for the rich, so there is little natural opportunity to exercise the muscle of self-denial.

Secondly, we are one of the least religious societies ever to have existed. In contrast to secularism, religion has always had practical tools to cultivate temperance. All major world religions have ritual practices of fasting and feasting designed to exercise and strengthen self-discipline. Every year Muslims endure the gruelling discipline of Ramadan. Orthodox Christians restrict themselves to a vegan diet during the forty days of lent, and many other Christians give up some indulgence. Both rich and poor share alike in this voluntary self-denial. Now that these practices are eroding away, they are being replaced not by other self-discipline practices, but by the worship of I-want-it-here-and-now. This is shown most poignantly in the 2000 movie Chocolat, which explicitly puts up sensual indulgence in competition to traditional religion and abstinence – and indulgence wins.

But the decline of religion has done more than this: it has also undermined the sense of transcendent purpose in many people’s lives – which was what motivated them to look beyond their physical desires. Without hope and without a larger sense of meaning to life, people have less reason to sacrifice short-term pleasures for the sake of longer-term goals.

Nor are sensual desires the only way we can be intemperate. An outburst of rage on social media is a sign of intemperance.

I don’t mean that short-term pleasures are always bad, or that sensual desire is evil in itself. The whole point of temperance is that it involves the right amount, and not too much, of something good. That is what makes it so tricky. If eating a doughnut was like stealing or violence, we would have a stronger voice telling us not to do it. But because it’s not bad in itself, we find it harder to resist. We need temperance to say no to something good when we’ve already taken enough of it, so we don’t take too much.

Nor are sensual desires the only way we can be intemperate. An outburst of rage on social media is a sign of intemperance. A father who spends too long in the office and not enough time with his children is being intemperate. He is sacrificing the long-term goal of healthy family relationships for the short-term goal of career success. We lack the self-control to express our anger in the right place at the right time.

Temperance is needed for so many of the other virtues to function. If you’re not temperate, then you will be late for meetings, fail to deliver work on time, or makes too many commitments that you can’t keep. You’ll be a liability to your friends and colleagues.

Temperance doesn’t tell you what you should aim for in life. But no matter what you aim for, you won’t get it without temperance. So, what are you giving up for lent?

Article

Character

Culture

Leading

Virtues

19 September 2024

6 min read

What is Putin thinking? And how would you know?

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

Emerson Csorba

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.