A novel understanding of the nature of epistemic vice

Mandevillian vices

Bernard Mandeville argued that traits that have traditionally been seen as detrimental or reprehensible, such as greed, ambition, vanity, and the willingness to deceive, can produce significant social goods. He went so far as to suggest that a society composed of individuals who embody these vices would, under certain constraints, be better off than one composed only of those who embody the virtues of self-restraint. In the twentieth century, Mandeville's insights were taken up in economics by John Maynard Keynes, among others. More recently, philosophers have drawn analogies to Mandeville's ideas in the domains of epistemology and morality, arguing that traits that are typically understood as epistemic or moral vices (e.g. closed-mindedness, vindictiveness) can lead to beneficial outcomes for the groups in which individuals cooperate, deliberate, and decide, for instance by propitiously dividing the cognitive labor involved in critical inquiry and introducing transient diversity. We argue that mandevillian virtues have a negative counterpart, mandevillian vices, which are traits that are beneficial to or admirable in their individual possessor, but are or can be systematically detrimental to the group to which that individual belongs. Whilst virtue ethics and epistemology prescribe character traits that are good for every moral and epistemic agent, and ideally across all situations, mandevillian virtues show that group dynamics can complicate this picture. In this paper, we provide a unifying explanation of the main mechanism responsible for mandevillian traits in general and motivate the case for the opposite of mandevillian virtues, namely mandevillian vices.

Bad social norms rather than bad believers: examining the role of social norms in bad beliefs

People with bad beliefs - roughly beliefs that conflict with those of the relevant experts and are maintained regardless of counter-evidence - are often cast as bad believers. Such beliefs are seen to be the result of, e.g., motivated or biased cognition and believers are judged to be epistemically irrational and blameworthy in holding them. Here I develop a novel framework to explain why people form bad beliefs. People with bad beliefs follow the social epistemic norms guiding how agents are supposed to form and share beliefs within their respective communities. Beliefs go bad because these norms aren't reliably knowledge-conducive. In other words, bad beliefs aren't due to bad believers but due bad social epistemic norms. The framework also unifies different explanations of bad beliefs, is testable and provides distinct interventions to combat such beliefs. The framework also helps to capture the complex and often contextual normative landscape surrounding bad beliefs more adequately. On this picture, it's primarily groups that are to be blamed for bad beliefs. I also suggest that some individuals will be blameless for forming their beliefs in line with their group's norms, whereas others won't be. And I draw attention to the factors that influence blameworthiness-judgements in these contexts.

Harming by Deceit: Epistemic Malevolence and Organizational Wrongdoing

Research on organizational epistemic vice alleges that some organizations are epistemically malevolent, i.e. they habitually harm others by deceiving them. Yet, there is a lack of empirical research on epistemic malevolence. We connect the discussion of epistemic malevolence to the empirical literature on organizational deception. The existing empirical literature does not pay sufficient attention to the impact of an organization's ability to control compromising information on its deception strategy. We address this gap by studying eighty high-penalty corporate misconduct cases between 2000 and 2020 in the United States. We find that organizations use two different strategies to deceive: Organizations 'sow doubt' when they contest information about them or their impacts that others have access to. By contrast, organizations 'exploit trust' when they deceive others by obfuscating, concealing, or falsifying information that they themselves control. While previous research has focused on cases of 'sowing doubt', we find that organizations 'exploit trust' in the majority of cases that we studied. This has important policy implications because the strategy of 'exploiting trust' calls for a different response from regulators and organizations than the strategy of 'sowing doubt'.

The epistemic vices of corporations

Vice epistemology studies the qualities of individuals and collectives that undermine the creation, sharing, and storing of knowledge. There is no settled understanding of which epistemic vices exist at the collective level. Yet understanding which collective epistemic vices exist is important, both to facilitate research on the antecedents and effects of collective epistemic vice, and to advance philosophical discussions such as whether some collective epistemic vices are genuinely collective. I propose an empirical approach to identifying epistemic vices in corporations, analyzing a large dataset of online employee reviews. The approach has parallels to the methodology for identifying the big-five personality traits. It surfaces epistemic vices that are attributed to corporations by its own members and reduces the number of vices to the minimum required to describe differences between corporations. This approach yields a new taxonomy of epistemic vices for corporations. While two vices identified have close correlates in the existing literature, four others have not been identified at all or only in aspects. Two of these vices are 'genuinely' collective in the sense that they can only be attributed to collectives.

Supplementary Information

The online version contains supplementary material available at 10.1007/s11229-023-04133-2.