Explainer

Creed

Virtues

17 March 2023

4 min read

Where the good, the true, the human, and the real meet

In the second of his series on virtue, Andrew Davison explores the underrated virtue of prudence as the ability to live aligned with the grain of the universe.

Andrew Davison

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

A carving tool is pressed into a groove in wood.

Photo: Dominik Scythe on Unsplash.

A full human life is a virtuous one, and vice versa. In the second of these eight discussions of virtue, starting in Lent and moving into Easter, we come to the first of the virtues, namely prudence. It’s not a common word today, but you simply can’t have virtue without it, at least according to such luminaries as Aristotle and Thomas Aquinas. Prudence, Aquinas recalls, is:

‘the mother, custodian, and moderator of the virtues.’

That’s because, for him, prudence is nothing less than the meeting point between the good, the true, the human, and the real.

'That to act well – to be virtuous – is to act rationally.'

Thomas Aquinas

Virtue, as we saw last time, is all about being fully and characterfully human. Human beings are ‘rational animals’, as Aristotle put it, so to be fully and characterfully oneself, someone has to act rationally, to the fullest extent that she is able. (This is also a tradition that has fiercely upheld the humanity and worth of people with disabilities, including mental disabilities.) There is something deeply counter-cultural about placing that sort of emphasis on reason. Isn’t fulfilment about following our desires, with rational interrogation just getting in the way? Moreover, we’ve lived through decades in universities where reason has been treated with suspicion (that’s the technical term), as ultimately an expression of power or some vested interest, such that ‘truth’ more about the speaker than what is spoken about. In contrast to that, Aquinas insists that to act well – to be virtuous – is to act rationally.

‘Reason is an openness to the reality of things’

Thomas Aquinas

That, however, is no cult of abstract or rarefied reason, nor the preserve of some intellectual elite. For one thing, while reason is important, it’s also secondary. Reason matters because of reality. To be virtuous is to live with the grain of how things are: with the grain of being human, of being in a human community, and with the grain of the universe more generally. The place of reason in virtue, according to Aquinas is not so much for its own sake, but because reason is an openness to the reality of things. Second, the rationality of prudence is a matter of keen-sightedness, especially in keeping two things in view, and coordinating between them: moral principles, and the contingencies of the situation to hand. Such clarity of vision is by no means limited to the highly educated, nor is primarily to be learned from books. It is picked up from good examples, and a well-honed common culture. Third, prudence is a virtue – a ‘second nature’, as we saw in the previous article – and that is as much about the honing of instinct, as anything else. It ends up as much a matter of the body as of the soul. It is about being a rational animal, so it shapes us as animals, and not only as minds.

To be virtuous is to be prudent – to be practically wise and rational – because of the need to attend to reality, and work with its grain, not against it. A good life is lived in a way that’s in-keeping with human nature, and with nature more widely, so as to flourish within it. That’s not simply a matter of living sensibly, although that’s also not a bad start, since living sensibly is also harder than we might think. We don’t naturally always make healthy use of the good things of life – food, sleep, sexual intimacy, responsibility, or authority – as good sense would suggest.

On fraught territory

The association of prudence with the reality of things, especially with the shape of human nature, is fraught territory. Human beings are prone to read all sorts of morally charged things into nature, some of them deeply flawed. Even the great Aristotle thought that some human races were ‘obviously’ and ‘naturally’ slaves. He also bequeathed the idea that human nature at its most authentic is male, such that women turn up when a foetus doesn’t develop along those, better, lines. All of that once seemed natural, which is a problem, but it doesn’t invalidate the place of prudence among the virtues, and the place of reason in a well-lived life. It makes careful use of prudence and reason all the more important.

On the good life

Reflecting on what a healthy, flourishing human nature is like, and a healthy, flourishing society, is a tricky business. That’s why it calls for life-long growth in the virtue of prudence: getting better at knowing what that looks like, knowing it more and more instinctually, and in being able to weigh up what it demands in any particular situation, rapidly in some cases. We won’t all agree on what a flourishing life looks like, individually or community, but there may be room for agreement in on the idea that a good life – a virtuous life – involves following that path, which is to say, the path of prudence.

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.