Consider the fifth argument in the last post. Should we blame a person for holding a true belief? At this point it should not be too difficult to see that the truth of the belief is not the point. Elsewhere we have discussed a situation in which one cannot possibly hold a true belief, because whatever belief one holds on the matter, it will cause itself to be false. In a similar way, although with a different sort of causality, the problem with the person’s belief that he will kill someone tomorrow, is not that it is true, but that it causes itself to be true. If the person did not expect to kill someone tomorrow, he would not take a knife with him to the meeting etc., and thus would not kill anyone. So just as in the other situation, it is not a question of holding a true belief or a false belief, but of which false belief one will hold, here it is not a question of holding a true belief or a false belief, but of which true belief one will hold: one that includes someone getting killed, or one that excludes that. Truth will be there either way, and is not the reason for praise or blame: the person is blamed for the desire to kill someone, and praised (or at least not blamed) for wishing to avoid this. This simply shows the need for the qualifications added in the previous post: if the person’s belief is voluntary, and held for the sake of coming true, it is very evident why blame is needed.
We have not specifically addressed the fourth argument, but this is perhaps unnecessary given the above response to the fifth. This blog in general has advocated the idea of voluntary beliefs, and in principle these can be praised or blamed. To the degree that we are less willing to do so, however, this may be a question of emphasis. When we talk about a belief, we are more concerned about whether it is true or not, and evidence in favor of it or against it. Praise or blame will mainly come in insofar as other motives are involved, insofar as they strengthen or weaken a person’s wish to hold the belief, or insofar as they potentially distort the person’s evaluation of the evidence.
Nonetheless, the factual question “is this true?” is a different question from the moral question, “should I believe this?” We can see the struggle between these questions, for example, in a difficulty that people sometimes have with willpower. Suppose that a smoker decides to give up smoking, and suppose that they believe they will not smoke for the next six months. Three days later, let us suppose, they smoke a cigarette after all. At that point, the person’s resolution is likely to collapse entirely, so that they return to smoking regularly. One might ask why this happens. Since the person did not smoke for three days, it should be perfectly possible, at least, for them to smoke only once every three days, instead of going back to their former practice. The problem is that the person has received evidence directly indicating the falsity of “I will not smoke for the next six months.” They still might have some desire for that result, but they do not believe that their belief has the power to bring this about, and in fact it does not. The belief would not be self-fulfilling, and in fact it would be false, so they cease to hold it. It is as if someone attempts to open a door and finds it locked; once they know it is locked, they can no longer choose to open the door, because they cannot choose something that does not appear to be within their power.
However, life is never as simple as that. What we decide to do and what we actually do are two different things. If you think of the decisions you have made over the past year, how many of them have been satisfactorily carried to a conclusion or are progressing properly to that end? If you are like most people, you will have acted on some of your decisions, I’m sure. But I’m also sure that a large proportion will have fallen by the wayside.
So a simple decision such as to take time to eat properly is in fact very difficult to carry out. Our new rule may work for a few days or a few weeks, but it won’t be long before the pressures of work force us to make an exception to it. Before many days are up the exception will have become the rule and we are right back where we started. However much we rationalise the reasons why our decision didn’t get carried out, we know deep in the heart of us that it was not really the circumstances that were to blame. We secretly acknowledge that there is something missing from our ability to carry out a decision once we have made it.
In fact if we are honest it sometimes feels as if it is easier to get other people to do what we want them to do than it is to get ourselves to do what we want to do. We like to think of ourselves as a sort of separate entity sitting in our body controlling it, but when we look at the way we behave most of the time that is not really the case. The body controls itself most of the time. We have a delusion of control. That’s what it is – a delusion.
If we want to see how little control we have over ourselves, all most of us have to do is to look in the mirror. You might like to do that now. Ask yourself as you look at your image:
- Is my health the way I want it to be?
- Is my fitness the way I want it to be?
- Is my weight the way I want it to be?
- Is the way I am dressed the way I want it to be?
I am not asking you here to assess what sort of body you were born with, but what you have made of it and how good a state of repair you are keeping it in.
It may be that you are healthy, fit, slim and well-dressed. In which case have a look round at the state of your office or workplace:
- Is it as well organised as you want it to be?
- Is it as tidy as you want it to be?
- Do all your office systems (filing, invoicing, correspondence, etc.) work the way you want them to work?
If so, then you probably don’t need to be reading this book.
I’ve just asked you to look at two aspects of your life that are under your direct control and are very little influenced by outside factors. If these things which are solely affected by you are not the way you want them to be, then in what sense can you be said to be in control at all?
A lot of this difficulty is due to the way our brains are organised. We have the illusion that we are a single person who acts in a ‘unified’ way. But it takes only a little reflection (and examination of our actions, as above) to realise that this is not the case at all. Our brains are made up of numerous different parts which deal with different things and often have different agendas.
Occasionally we attempt to deal with the difference between the facts and our plans by saying something like, “We will approximately do such and such. Of course we know that it isn’t going to be exactly like this, but at least this plan will be an approximate guide.” But this does not really avoid the difficulty. Even “this plan will be an approximate guide” is a statement about the facts that might turn out to be false; and even if it does not turn out to be false, the fact that we have set it down as approximate will likely make it guide our actions more weakly than it would have if we had said, “this is what we will do.” In other words, we are likely to achieve our goal less perfectly, precisely because we tried to make our statement more accurate. This is the reverse of the situation discussed in a previous post, where one gives up some accuracy, albeit vaguely, for the sake of another goal such as fitting in with associates or for literary enjoyment.
All of this seems to indicate that the general proposal about decisions was at least roughly correct. It is not possible to simply to say that decisions are one thing and beliefs entirely another thing. If these were simply two entirely separate things, there would be no conflict at all, at least of this kind, between accuracy and one’s other goals, and things do not turn out this way.