Bob Schwartz

Between the rational and irrational and between the religious and the irreligious

Between the rational and the irrational is the place that so many traditions point us to, though not all who follow want to go. It is not in the middle, in the sense of being halfway in between, or to applying each one half the time. It is the entire space, with the wholly rational and irrational merely on the outside borders, a thin outline.

This does not sit well with many, who want to have it one way or another. Extreme rationalists frequently work hard to make ordered sense from evidence, rejecting the rest, and particularly vexed by those apparently too lazy or heedless to see how essential the rational way is. Extreme irrationalists may be driven by visions that may be delusions, or by personal preferences, and may indeed avoid the rational because it is hard work or because it may not suit their needs.

This plays out on a bigger social scale. With increasing frequency, the irreligious base their perspective on a loosely rationalist view, not only because there is no evidence of and for the religious, but because the religious seem to discard or ignore the rational in a disordered and possibly self serving way.

No one is right or wrong here, in the sense of winning an ultimately unwinnable argument. Instead consider the field where all things grow, neither rational nor irrational. The place, if we listen to the best of the traditions, where we are born and where we die.

New CEO: “I thought it would be easier.” (2017)

The post below is from April 2017. That unnamed new CEO had only been in his new job for three months. Was he fired? He lost the job for a while, but astonishingly got his job back. Still has it.

He thought the job would be easier.

We are praying. Constantly.


Imagine that you hired a new CEO for your very, very big company (annual budget: $3.8 trillion). The job he takes is universally considered the most difficult job in the world.

Imagine that not all the shareholders approved him. In fact, the shareholders were very, very divided on his being hired.

Imagine that in his early days, he demonstrated some serious gaps in his knowledge and ability to do the job.

Then imagine the new CEO is interviewed and says this:

“I loved my previous life. I had so many things going. This is more work than in my previous life. I thought it would be easier.”

Would you:

  1. Keep him and expect him to get better at his job.
  2. Excuse him because he is new on the job.
  3. Fire him.
  4. Pray.