Why Faith Endures

Jesus replied, “No one who puts a hand to the plow and looks back
is fit for service in the kingdom of God.”

Luke 9: 62 NIV

I once told a leader of our campus Christian fellowship about doubts prompted by my religion major classes. “Get your Bible and read Luke 9: 62,” he said. I did, and can still see the hardness on his face when I looked up. Religions venerate those who long endure, honoring their moral steadfastness. My character and commitment were suspect. I declared a new major the following quarter.

Scarlet letterReligions punish doubt and dissidence through peer pressure, public censure, witch hunts, inquisitions, executions, jihads, war, genocide…. The year before, the dining halls had flown into an uproar the day the college newspaper reported that the fellowship had expelled a member for sleeping with her boyfriend.

Religions also have a curious way of tolerating their leaders’ nonconforming behavior — even as the leaders cry witch hunt.[1]

These things happen in all cultural institutions, not just religion. Neuroculture offers an explanation for all of them that emphasizes group dynamics over individual integrity. It goes like this:

  • When enough people believe something, a culture with a shared belief system emerges.
  • Individual doubt about the culture’s belief system introduces “cognitive dissonance” that makes individuals uneasy and threatens cultural cohesiveness.
  • Cohesiveness is essential to the group’s survival — doubt and nonconformity can’t be tolerated.
  • The culture therefore sanctifies belief and stifles doubt.
  • The culture sometimes bends its own rules to preserve its leadership power structure against larger threats.

This Article Won’t Change Your Mind,” The Atlantic (March 2017) illustrates this process:

“The theory of cognitive dissonance—the extreme discomfort of simultaneously holding two thoughts that are in conflict—was developed by the social psychologist Leon Festinger in the 1950s. In a famous study, Festinger and his colleagues embedded themselves with a doomsday prophet named Dorothy Martin and her cult of followers who believed that spacemen called the Guardians were coming to collect them in flying saucers, to save them from a coming flood. Needless to say, no spacemen (and no flood) ever came, but Martin just kept revising her predictions. Sure, the spacemen didn’t show up today, but they were sure to come tomorrow, and so on. The researchers watched with fascination as the believers kept on believing, despite all the evidence that they were wrong.

“‘A man with a conviction is a hard man to change,’ Festinger, Henry Riecken, and Stanley Schacter wrote in When Prophecy Failstheir 1957 book about this study. ‘Tell him you disagree and he turns away. Show him facts or figures and he questions your sources. Appeal to logic and he fails to see your point … Suppose that he is presented with evidence, unequivocal and undeniable evidence, that his belief is wrong: what will happen? The individual will frequently emerge, not only unshaken, but even more convinced of the truth of his beliefs than ever before.’

“This doubling down in the face of conflicting evidence is a way of reducing the discomfort of dissonance, and is part of a set of behaviors known in the psychology literature as ‘motivated reasoning.’ Motivated reasoning is how people convince themselves or remain convinced of what they want to believe—they seek out agreeable information and learn it more easily; and they avoid, ignore, devalue, forget, or argue against information that contradicts their beliefs.

“Though false beliefs are held by individuals, they are in many ways a social phenomenon. Dorothy Martin’s followers held onto their belief that the spacemen were coming … because those beliefs were tethered to a group they belonged to, a group that was deeply important to their lives and their sense of self.

“[A disciple who ignored mounting evidence of sexual abuse by his guru] describes the motivated reasoning that happens in these groups: ‘You’re in a position of defending your choices no matter what information is presented,’ he says, ‘because if you don’t, it means that you lose your membership in this group that’s become so important to you.’ Though cults are an intense example, … people act the same way with regard to their families or other groups that are important to them.”

Why Facts Don’t Change Our Minds,The New Yorker (Feb. 27, 2017) explains why the process seems so perfectly reasonable:

“Humans’ biggest advantage over other species is our ability to coöperate. Coöperation is difficult to establish and almost as difficult to sustain.

“Reason developed not to enable us to solve abstract, logical problems or even to help us draw conclusions from unfamiliar data; rather, it developed to resolve the problems posed by living in collaborative groups.

“‘Reason is an adaptation to the hypersocial niche humans have evolved for themselves,’ [the authors of an seminal study] write. Habits of mind that seem weird or goofy or just plain dumb from an ‘intellectualist’ point of view prove shrewd when seen from a social ‘interactionist’ perspective.”

What does it take for individual dissent or cultural change to prevail in the face of these powerful dynamics? We’ll look at that next time.

[1]  This “bigger bully” theory was remarkably evident when Tony Perkins, leader of the Family Research Council, said evangelicals “kind of gave [Donald Trump] a mulligan” over Stormy Daniels, saying that evangelicals “were tired of being kicked around by Barack Obama and his leftists. And I think they are finally glad that there’s somebody on the playground that’s willing to punch the bully.”

It’s An Inside Job

In Brain and Culture:  Neurobiology, Ideology, and Social Change, Yale Medical School professor of psychiatry Bruce E. Wexler declared that “concordance between internal structure and external reality is a fundamental human neurobiological imperative.” “Concordance” is peace of mind, which we all know is an inside job.

peace of mind

But the concordance Wexler is talking about is not the kind reserved for the enlightened few, it’s the kind that’s a brain health necessity. Our brains work unceasingly to maintain harmony between us and our surroundings, including our cultural setting. When internal and external are out of sync, the result is cognitive dissonance which, when left unresolved, leads to physical, mental, and social disease, distress and disorder. Neurological concordance is therefore a surviving and thriving skill, and can be traced to the corresponding part of the brain:

“Thanks to advances in imaging methods, especially functional MRI, researchers have recently identified key brain regions linked to cognitive dissonance. The area implicated most consistently is the posterior part of the medial frontal cortex (pMFC), known to play an important role in avoiding aversive outcomes, a powerful built-in survival instinct. In fMRI studies, when subjects lie to a peer despite knowing that lying is wrong—a task that puts their actions and beliefs in conflict—the pMFC lights up.”[1]

cognitive dissonance

The straightest  path to concordance is conformity. Nonconformity, on the other hand, generates both intracultural and intercultural neurological conflict. [2] This potential for conflict was the context for Wexler’s peace of mind declaration — let’s hear it again, the full quote this time:

“This book argues that differences in belief systems can themselves occasion intercultural violence, since concordance between internal structure and external reality is a fundamental human neurobiological imperative.” (Emphasis added.)

Peace of mind therefore requires the alignment of inner and outer belief systems. This article[3] defines the term:

“Belief systems are the stories we tell ourselves to define our personal sense of Reality. Every human being has a belief system that they utilize, and it is through this mechanism that we individually ‘make sense’ of the world around us.

 “The species Homo sapiens developed so-called belief systems. These are sets of beliefs reinforced by culture, theology, and experience and training as to how the world works cultural values, stereotypes, political viewpoints, etc.”

In order for personal (internal) and shared (external) belief systems to align, the culture’s members must share comparable neural pathways, consciousness, perceptions, sensory tastes, physiology, and the like.[4] When they do, the culture becomes recognizable in its members. Think of the Olympics’ opening ceremony parade of athletes:  the Yanks are obviously the Yanks — nobody else has quite their swashbuckling sense of derring-do. Or think of professional cultures — lawyers, accountants, engineers, physicians — meet one, and you can just tell. Or remember what it’s like to visit a foreign culture — it’s not just the signage but it’s… well, everything —  how people look, sound, act, their customs and values….

All of that is the result of biological, chemical, environmental, and other influences, all stored in individual brains and bodies. But how is cultural patterning transmitted from one individual to another? John R. Searle, Professor of Philosophy, University of California, Berkeley, wanted to know, and finding out led to his seminal book The Construction of Social Reality:

“This book is about a problem that has puzzled me for a long time:  there are portions of the real world, objective facts in the world that are only facts by human agreement. In a sense there are things that exist only because we believe them to exist. I am thinking about things like money, property, governments, and marriage.

“If everybody thinks that this sort of thing is money, and they use it as money and treat it as money, then it is money. If nobody ever thinks this sort of thing is money, then it is not money. And what goes for money goes for elections, private property, wars, voting, promises, marriages, buying and selling, political offices, and so on.”

“How can there be an objective world of money, property, marriage, governments, elections, football games, cocktail parties and law courts in a world that consists entirely of physical particles in fields of force, and in which some of these particles are organized into systems that are conscious biological beasts, such as ourselves?”

This article[5] provides this summary answer to Searle’s questions:

“Because mental states cannot be transferred physically, they must be transferred by being re-created in the mind of the receiving individual.

“[W]hat is transmitted is some state of mind that produces behavior.

“[The transmitted state of mind includes] a myriad of… beliefs, values, desires, definitions, attitudes, and emotional states such as fear, regret, or pride.”

Vastly simplified, the process of enculturation looks like this:

  • New members enter via an entry point such as birth, naturalization, initiation, etc.
  • They observe the culture’s members thinking and behaving in the culture’s characteristic ways.
  • Through observation and imitation, they take on the culture’s mindset and become habituated into its belief and behavioral norms.
  • In time, they become recognizable as members of the culture along with its other members.
  • Then, an organizing principle called “emergence” asserts itself, so that the whole culture takes on a life of its own that is bigger than the sum of its individual members.

We’ll talk about emergence next time.

[1] “What Happens to the Brain During Cognitive Dissonance?” Scientific American Mind (Nov. 2015).

[2] There’s been a lot of research on conformity and nonconformity in the past ten years. If you’re interested in digging deeper, searching “neuroscience of conformity” and “neuroscience of nonconformity” will turn up several scholarly studies.

[3] “What Are Belief Systems?” Usó-Doménech and J. Nescolarde-Selva, Department of Applied Mathematics. University of Alicante. Alicante. Spain.

[4] See the prior post, Microbes of Meaning.

[5]Evolution of Mind, Brain, and Culture”, Philip G. Chase, former Senior Research Scientist and Consulting Scholar at the University of Pennsylvania,