Juan S. Piñeros Glasscock

Elizabeth Anscombe held that acting intentionally entails knowing (in a distinctively practical way) what one is doing. The consensus for many years was that this knowledge thesis faces decisive counterexamples, the most famous being Donald Davidson’s carbon copier case, and so should be rejected or at least significantly weakened. Recently, however, a new defense of the knowledge thesis has emerged: provided one understands the knowledge in question as a form of progressive judgement, cases like Davidson’s pose no threat. In this paper, I argue that this neo-Anscombean maneuver fails because it is founded on an untenable conception of the difference between intentional and merely lucky success. More specifically, the neo-Anscombean view conflates merely lucky success with subjectively surprising success. Unlike the former, subjectively surprising success may well be intentional, for it may well be the result of an exercise of knowledge-how. After sketching an alternative view that better captures the intuitive contrast between lucky and intentional success, I argue that the conflation of surprising and merely lucky success owes to a tacit commitment to the thesis that knowing how entails knowing that one knows how. This thesis is not only false, but distortive of the explanatory role of knowledge-how. This result, in turn, tells us something important about what practical knowledge cannot be.

We sometimes strive to achieve difficult goals when our evidence suggests that success is unlikely – not just because it will require strength of will, but because we are targets of prejudice and discrimination or because success will require unusual ability. Optimism about one’s prospects can be useful for persevering in these cases. That said, excessive optimism can be dangerous; when our evidence is unfavourable, we should be at most agnostic about whether we will succeed. This paper explores the nature and rational significance of agnostic practical commitments. Most importantly, the rationality of striving against the odds can depend on investing in a plan for failure: a plan B. I aim to make headway on an account of what backup plans are, how they are related to primary plans, and whether the standard norms of plan rationality apply to our agnostic commitments.