The capacity of the rational mind to deceive, manipulate, scheme, trick, falsify, minimize, mislead, betray, prevaricate, deny, omit, rationalize, bi… - Jordan Peterson
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The capacity of the rational mind to deceive, manipulate, scheme, trick, falsify, minimize, mislead, betray, prevaricate, deny, omit, rationalize, bias, exaggerate and obscure is so endless, so remarkable, that centuries of pre-scientific thought, concentrating on clarifying the nature of moral endeavour, regarded it as positively demonic. This is not because of rationality itself, as a process. That process can produce clarity and progress. It is because rationality is subject to the single worst temptation — to raise what it knows now to the status of an absolute.
Jordan Bernt Peterson (born June 12, 1962) is a Canadian clinical psychologist at the University of Toronto. He is the author of Maps of Meaning: The Architecture of Belief (1999), 12 Rules for Life: An Antidote to Chaos (2017), Beyond Order: 12 More Rules for Life (2021) and We Who Wrestle With God (2024)
Our eyes are always pointing at things we are interested in approaching, or investigating, or looking for, or having. We must see, but to see, we must aim, so we are always aiming. Our minds are built on the hunting-and-gathering platforms of our bodies. To hunt is to specify a target, track it, and throw at it. To gather is to specify and to grasp. We fling stones, and spears, and boomerangs. We toss balls through hoops, and hit pucks into nets, and curl carved granite rocks down the ice onto horizontal bull’s-eyes. We launch projectiles at targets with bows, guns, rifles and rockets. We hurl insults, launch plans, and pitch ideas. We succeed when we score a goal or hit a target. We fail, or sin, when we do not (as the word sin means to miss the mark70). We cannot navigate, without something to aim at and, while we are in this world, we must always navigate.
Dare, instead, to be dangerous. Dare to be truthful. Dare to articulate yourself, and express (or at least become aware of) what would really justify your life.
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Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens? — and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.
