Scott Aikin and Robert Talisse, both philosophers at Vanderbilt, recently published a piece about “Our Polarization Problem”. They distinguish between political polarization — a measure of distance between political groups, whether in terms of policy or groups’ attitudes toward each other — and belief polarization, wherein members of a group of shared belief talk mainly with other members of that group and thereby come to embrace more extreme versions of those beliefs. Political polarization waxes or wanes as rival political groups move further apart or closer to one another in their views, whereas belief polarization waxes or wanes within a group. I have some misgivings about their categorization, but the phenomena in question are familiar and well studied. Aikin and Talisse think that what we less often fail to appreciate is how belief polarization not only changes us, but changes our views of others:

One feature of belief polarization that is not frequently commented on is that as we become more extreme versions of ourselves, our beliefs about those with whom we disagree also shift. Again, repeated interactions with our fellow partisans transforms us into more extreme advocates of our partisan views, but it in addition makes nonpartisans look more alien to us. As we belief-polarize, we begin to regard those with whom we disagree as increasingly inscrutable, irrational, ignorant, and unreliable. We also lose the capacity to recognize nuance in their views; that is, belief polarization leads us to regard our opponents’ views as monolithic, brute, and extreme. We moreover come to regard larger and larger portions of their behavior as explicable by their political commitments; in other words, as belief polarization takes effect, we come to see more and more of what our opponents do – their shopping habits, what they eat, their profession, where they live, how they spend their weekends – as expressing their misguided political beliefs.

This other-regarding dimension of the belief polarization phenomenon provides the connection between belief and political polarization. As belief polarization leads us to regard our political rivals as increasingly benighted, irrational, and unreasonable, we become more and more inclined to distrust, dislike, and resent those who we regard as our opponents. We thus isolate ourselves increasingly among our political allies, and this in turn contributes further to belief polarization. Our political alliances thereby become more tightly knit and exclusionary; and consequently political parties and their leaders are incentivized to punctuate (and overstate) their policy and platform differences. All of this occurs within a self-perpetuating, spiraling dynamic that intensifies civic divisions and inter-partisan animosity. That is, belief polarization sets in motion a broader dynamic that not only codifies political polarization, but also erodes our capacity for proper democracy.

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Suppose there is something that, for all our sakes, desperately needs to get done by all of us, collectively, together (say if all of us, or any of us, are to remain alive for long).  Suppose you know this. And suppose you also know some other things. First, decisive action is required – there is no room here for taking lots of time to come up with a plan and execute it and no room for dispute or any committee-type process in the planning or execution.  Second, you know that your buddy Clem knows at least as much or more than anyone else about how to come up with and execute the right plan and, importantly, has a big “leadership presence” and is ready to take charge. Third, you know that, unless any given step in the planning or execution is terribly, terribly wrong, what is more important than getting any given step right is that each step is good enough – and gets done decisively.

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In DEMOCRATIC AUTHORITY, David Estlund rightly points out that non-consent, as well as consent, can change the landscape of permissions and obligations.  If you ask to touch me (his case) and I say “No,” then you are not permitted touch me.  This could change a default prior condition in which, say, each is allowed to touch each other in a certain way.  However, he also claims that “[if] there were some conditions that nullified non-consent, the result would be morally equivalent to consent” (i.e., in my terms the landscape of permissions and obligations would be the same in the two cases) [p. 9].  But why think this?  This seems more likely to be true:  antecedent conditions of permission and obligation still hold.  This is the same as for nullifying conditions for consent:  if I consent to give you my car under the conditions of your threatening my life (nullifying condition for the agreement) then whatever permissions and obligations that were there prior remain (probably you are not permitted to use my car).  If this is right, then Estlund’s nifty “symmetry” argument for normative consent generating authority does not work.  It does not work to start with only the intuitive notions that consent can generate authority, that non-consent as well as consent has the relevant sort of “moral power,” and that if one then both should have moral-power-nullifying conditions.  This shortcut argument failing, the “long cut” of giving and explanatory account of why non-consent that one is morally obligated to consent to can generate authority (and under what conditions) seems unavoidable if we want a strong argument for obligatory non-consent generating authority.

For people in the North Jersey/New York metro area. The location is the conference room of Montclair Fire Department Headquarters, 1 Pine Street, Montclair, New Jersey, right next to the Bay Street Rail Station (on the New Jersey Transit Montclair-Boonton Line).

The plane has crashed.  People are seriously injured, but you are not.  A stewardess, directing things, barks an order at you, “Go get the first aid kit from the overhead compartment!”.  Intuitively, you are obligated to follow her order, due to her issuing it, even if it is not the best order she could have made (maybe the first order of business should have been finding water or finding the radio to call for help).  In other words, something about the situation gives her authority over you (and the other passengers).    Continue reading →