Benjamin T. Rancourt

The thesis defended in this article is that epistemology should treat some of our cognitive limitations not as unfortunate defects or external perturbations to be idealized away in theories of epistemic agency, but as necessary underpinnings of good reasoning. We begin with a problem regarding deliberation that calls epistemic agency into question: our reasons in support of belief are never conclusive and never rule out all doubt. Yet we must rule out all doubt to close deliberation; we must close deliberation to form a full belief; and we must form a full belief to have knowledge. The problem with the first step calls the whole into question. The solution (if we seek an alternative to rejecting traditional epistemic agency, including the existence of beliefs) is our limitations: they prevent us from considering all possible doubt, leaving a tractable space of possibilities. When these limitations are virtuous, they contribute to an effective cognitive system. Once we understand the role of our limitations, it will lead us to a deeper understanding of deliberation, belief, epistemic virtue, and epistemic agency. Limitations are as much a part of agency as, for example, logical relations are. Idealizing them away means idealizing away actual agency.

If A confirms H and B confirms H, it seems reasonable to infer that A&B confirms H. However, this inference is not valid; it is only a heuristic. I show that the level of confirmation A and B each give to H by itself implies nothing about the level of confirmation that A&B gives to H. Any combination of values is possible for P(H), P(H|A), P(H|B) and P(H|AB) is possible. Still, I show the heuristic leads from true premises to true conclusions whenever A and B are statistically independent or correlated,which includes most situations where we evaluate evidence. There is risk, though, when one does not consider how A and B interact; one can miss anti-correlations that lead the heuristic to fail. The problem is exacerbated when groups of people are motivated to support a favored hypothesis. Each person finds evidence that confirms the hypothesis and contributes that evidence to the group’s discourse (e.g. through a climate change denial website). The temptation to focus solely on the number of individual pieces of evidence can lead people to ignore whether the evidence fits together. In combination with cognitive biases, this can lead to serious errors.

Sceptical theists undermine the argument from evil by claiming that our ability to distinguish between justified and unjustified evil is weak enough that we must take seriously the possibility that all evil is justified. However, I argue that this claim leads to a dilemma: either our judgements regarding unjustified evil are reliable enough that the problem of evil remains a problem, or our judgements regarding unjustified evil are so unreliable that it would be misguided to use them in our decision-making. The first horn undermines theism, while the second undermines our moral decision-making. Thus, sceptical theism is problematic.

In this dissertation, I argue that understanding possesses unique epistemic value. I propose and defend a novel account of understanding that I call the management account of understanding, which is the view that an agent A understands a subject matter S just in case A has the ability to extract the relevant information and exploit it with the relevant cognitive capacities to answer questions in S. Since inquiry is the process of raising and answering questions, I argue that without understanding, it would be impossible to engage in successful inquiry. I argue that understanding is indispensable for effective cognition and that it is irreducible to other epistemic categories, such as knowledge, justification, or rationality. Understanding is an irreducible component of epistemic excellence. In arguing for this account, I focus on the nature and requirements of cognition and pay less attention to intuitions about hypothetical cases, in contrast to previous approaches to understanding. I draw upon psychology and cognitive science, especially work on the frame problem, to demonstrate the importance (and difficulty) of finding relevant information and exploiting it in relevant ways to answer questions. One’s cognitive system must be organized in such a way that one has the ability to think the relevant thoughts in the relevant ways to answer the relevant questions. This reveals well-defined directions in which future research on understanding should move. In addition to proposing and defending the management account of understanding, I explore several features of understanding, including some interesting consequences of the management account. I argue that the management account and commonly used methods of measuring degrees of understanding imply that understanding can be based on false beliefs. I argue that the management account (and any account of understanding that implies understanding is an ability) implies that understanding can be acquired by luck. I also argue that understanding is ontologically prior to explanation: a good explanation is essentially an act that produces understanding in the relevant cognitive background.