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6 min read

Why’s there a pope in Rome?

A modern gathering sheds light on an ancient question: who brings the church together?
A pope wearing a white skull cap and white robe, viewed from behind
Coronel Gonorrea on Unsplash.

On 1st March, an event called Gather25 tried something which it described as “unprecedented”. It sought to unite, in a 25-hour worship broadcast, global Christianity. Each session was led by a different nation, and its top pastors sent out to bat. It was slickly organised, as well as technologically sophisticated; I wished the event well, and prayed for it. While in the more institutionalised church settings, people are waiting on new Archbishops of Canterbury, or praying for the Pope to recover, here was action. 

It got me thinking, though: when can it be said that the Church has properly met? Who decides to meet? Who sends the invites? Who confirms the decisions? Anyone reading the Gather25 website will have noticed overtures about the ‘Council of Nicaea’. Nicaea was the first important gathering of the ancient Church, in 325 AD. By citing this, Gather25 positioned itself downstream of a very prestigious meetup. It perhaps hoped for itself that it would be similarly ecumenical (a Greek word to do with the whole household). Did Gather25 have the same Nicene status? 

Sadly, no. Gather25 was openhearted and dynamic, but it was a very particular slice of Christianity meeting for a very historically specific form of worship. The difficulty is that it takes more than even the buzziest PR, or all our modern advances in communication and streaming, to truly summon something as untameable as the Church to order. What do we need to ensure we have a gathering at which the Church is truly represented, and able to officially act with the “mind of Christ” (as St Paul puts it)? Wouldn’t you need something, or someone, able to steer the entire thing?  

At the Council of Nicaea in 325AD, nothing less than the most powerful man on the planet would do. The Emperor Constantine alone had the clout to draw in Christian leaders from around the world, make them sit together, and demand an official settlement of a difficult question: how exactly was God the Son, Jesus, linked to God the Father? Even with such heavyweight patronage, church leaders did not produce an absolutely finished answer at that time - it actually took a whole extra council, in Constantinople in 381 AD, to confirm the confession that is still known today as the Nicene Creed, and which begins “I believe in God, the Father Almighty”.  

Yet a problem had been touched on. Should a Caesar really have this kind of upper hand over a sacred institution? Some lines of thought tried to think of the emperor as a kind of ‘living law’ who represents God to the Christian people he rules over. But this couldn’t jive with key parts of a tradition wherein Jesus had radically authorised servant leaders from among simple Galilean fishermen, known as the Twelve Apostles, or ‘sent ones’. Who should rule? 

Was this a bit of overreading, designed to give a senior cleric a Scriptural trump card to play against a secular leader in a petty power showdown? 

The problem has not really gone away. If we ignore this question of legitimacy, we are at the mercy of raw power. Either we seek an authoritative means of unifying Christians, or it becomes a case of who happens to have the most cash, or the most Instagram followers. It has never been the case that the Church has just organically ‘met up’ without a protos, a first name on the team sheet. Indeed, when has this ever happened, in any sphere of life? It would be like a parliament forming without the invitation of the sovereign.  

It is against this bigger problem that the rise of the Christian leader in Rome must be viewed. Rome was, of course, the centre of an Empire during the first few Christian centuries, but it quickly gained distinctly Christian prestige. St Paul’s letter to the congregations there continues to be one of the most sizzling documents in the New Testament; he was also martyred there, along with his fellow leader St Peter, one of the original Twelve. Rome was a big deal, and sources from as early as the first century show the leading clergyman (or ‘bishop’) of Rome, a man called Clement, being asked to weigh in on a dispute over 600 miles away from his locale. 

For Catholics like me, it is clear the Church was onto something. It would go on to discover that there was more to the Bishop of Rome than merely his occupation of a well-to-do area. There would be a development. Many church doctrines, after all, are the result of reflection, Scriptural deep dives, and the need for clearer unified doctrine and practice - the Trinity, for example.  

And the Bishop of Rome’s role developed in a particular setting: while the figure of the emperor loomed ever larger in the East, a parallel momentum would gather around the leading cleric of a city where St Peter had passed on his mantle. For St Peter had, after all, been singled out by Jesus in his earthly ministry. In the Bible, the Gospel according to St Matthew depicts Jesus giving “the keys to the kingdom” to his follower Simon, who he then renames ‘Peter’, meaning rock, upon which he vows to build his church. Not only this - Peter is to strengthen his brothers (St Luke 22:32); to feed the Lord’s sheep (John 21). The Bishop of Rome was increasingly thought to have this Peter-like quality.  

Was this a bit of overreading, designed to give a senior cleric a Scriptural trump card to play against a secular leader in a petty power showdown? It is an accusation hard to shake off completely, sinful humanity being what it is. In the Middle Ages, a decree was conveniently ‘discovered’ by the Roman Emperor that handed over all his power to the Bishop of Rome, the new pontifex maximus - it was, of course, a complete phoney designed to assert church power over secular rulers. But for Catholics, despite patchy moments, there has always been more to be said for the Pope (from Papa, ‘father’) as a legitimate consolidation of Jesus’ vision for the leadership of the Church he founded: a brotherhood, headed by a type of St Peter, the rock on which the Church is built.  

Not headed by St Peter’s successor as a flawless demigod, it should be said. For it is also part of Christian tradition about St Peter that he was capable of tremendous human weakness - he betrayed Jesus on the night of his arrest and trial, and denied he ever knew him. Some Popes have sadly been downright wicked or self-serving. Nor is it headed by the Pope as a tyrant. St Peter confirms early doctrinal pronouncements for the Church - he declares that food laws should not prevent Israelites from enjoying table fellowship with other ethnic groups, for example. But he is also frankly challenged by other leaders during early meetings in Jerusalem. The Pope teaches not as a lone ranger, but always within a bigger fraternity of fellow bishops.  

In 2024, a Vatican department released a new document pondering what role the Pope could play in bringing together the separated brethren of world Christianity. I hope this offer is taken seriously. Because what remains compelling for Catholics is a figure who makes it possible, at the most foundational level, to say that the Church is One, as per Jesus’ prayer in John 17:21, and all without needing to rely on good digital marketing. It is not just pious sentiment for a Catholic to say that they are genuinely connected to a global family of as many as 1.4 billion people, because they share a pastor who claims to serve the whole thing, the ‘servant of the servants of God’. Any critique of the Papacy - and there are many intelligible ones, raking over the sordid moments or disputing the Scriptural evidence - must, though, rankle with that: what really keeps us together, then? The Catholic insistence has always been that saying ‘Jesus’ or ‘the Holy Spirit’ really amounts to saying: “what I think Jesus wants; what I think the Holy Spirit is saying” - and that is, in effect, actually many popes instead of just one. 

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Wisdom
5 min read

When someone makes a claim, ask yourself these questions

How stories, statistics, and studies exploit our biases.

Alex is a professor of finance, and an expert in the use and misuse of data and evidence.

A member of an audience makes a point while gesturing.
On the other hand...
Antenna on Unsplash.

“Check the facts.”  

“Examine the evidence.”  

“Correlation is not causation.”  

We’ve heard these phrases enough times that they should be in our DNA. If true, misinformation would never get out of the starting block. But countless examples abound of misinformation spreading like wildfire. 

This is because our internal, often subconscious, biases cause us to accept incorrect statements at face value. Nobel Laureate Daniel Kahneman refers to our rational, slow thought process – which has mastered the above three phrases – as System 2, and our impulsive, fast thought process – distorted by our biases – as System 1. In the cold light of day, we know that we shouldn’t take claims at face value, but when our System 1 is in overdrive, the red mist of anger clouds our vision. 

Confirmation bias 

One culprit is confirmation bias – the temptation to accept evidence uncritically if it confirms what we’d like to be true, and to reject a claim out of hand if it clashes with our worldview. Importantly, these biases can be subtle; they’re not limited to topics such as immigration or gun control where emotions run high. It’s widely claimed that breastfeeding increases child IQ, even though correlation is not causation because parental factors drive both. But, because many of us would trust natural breastmilk over the artificial formula of a giant corporation, we lap this claim up. 

Confirmation bias is hard to shake. In a study, three neuroscientists took students with liberal political views and hooked them up to a functional magnetic resonance imaging scanner. The researchers read out statements the participants previously said they agreed with, then gave contradictory evidence and measured the students’ brain activity. There was no effect when non-political claims were challenged, but countering political positions triggered their amygdala. That’s the same part of the brain that’s activated when a tiger attacks you, inducing a ‘fight-or-flight’ response. The amygdala drives our System 1, and drowns out the prefrontal cortex which operates our System 2. 

Confirmation bias looms large for issues where we have a pre-existing opinion. But for many topics, we have no prior view. If there’s nothing to confirm, there’s no confirmation bias, so we’d hope we can approach these issues with a clear head. 

Black-and-white thinking 

Unfortunately, another bias can kick in: black-and-white thinking. This bias means that we view the world in binary terms. Something is either always good or always bad, with no shades of grey. 

To pen a bestseller, Atkins didn’t need to be right. He just needed to be extreme. 

The bestselling weight-loss book in history, Dr Atkins’ New Diet Revolution, benefited from this bias. Before Atkins, people may not have had strong views on whether carbs were good or bad. But as long as they think it has to be one or the other, with no middle ground, they’ll latch onto a one-way recommendation. That’s what the Atkins diet did. It had one rule: Avoid all carbs. Not just refined sugar, not just simple carbs, but all carbs. You can decide whether to eat something by looking at the “Carbohydrate” line on the nutrition label, without worrying whether the carbs are complex or simple, natural or processed. This simple rule played into black-and-white thinking and made it easy to follow. 

To pen a bestseller, Atkins didn’t need to be right. He just needed to be extreme. 

Overcoming Our biases 

So, what do we do about it? The first step is to recognize our own biases. If a statement sparks our emotions and we’re raring to share or trash it, or if it’s extreme and gives a one-size-fit-all prescription, we need to proceed with caution. 

The second step is to ask questions, particularly if it’s a claim we’re eager to accept. One is to “consider the opposite”. If a study had reached the opposite conclusion, what holes would you poke in it? Then, ask yourself whether these concerns still apply even though it gives you the results you want. 

Take the plethora of studies claiming that sustainability improves company performance. What if a paper had found that sustainability worsens performance? Sustainability supporters would throw up a host of objections. First, how did the researchers actually measure sustainability? Was it a company’s sustainability claims rather than its actual delivery? Second, how large a sample did they analyse? If it was a handful of firms over just one year, the underperformance could be due to randomness; there’s not enough data to draw strong conclusions. Third, is it causation or just correlation? Perhaps high sustainability doesn’t cause low performance, but something else, such as heavy regulation, drives both. Now that you’ve opened your eyes to potential problems, ask yourselves if they plague the study you’re eager to trumpet. 

A second question is to “consider the authors”. Think about who wrote the study and what their incentives are to make the claim that they did. Many reports are produced by organizations whose goal is advocacy rather than scientific inquiry. Ask “would the authors have published the paper if it had found the opposite result?” — if not, they may have cherry-picked their data or methodology. 

In addition to bias, another key attribute is the authors’ expertise in conducting scientific research. Leading CEOs and investors have substantial experience, and there’s nobody more qualified to write an account of the companies they’ve run or the investments they’ve made. However, some move beyond telling war stories to proclaiming a universal set of rules for success – but without scientific research we don’t know whether these principles work in general. A simple question is “If the same study was written by the same authors, with the same credentials, but found the opposite results, would you still believe it?” 

Today, anyone can make a claim, start a conspiracy theory or post a statistic. If people want it to be true it will go viral. But we have the tools to combat it. We know how to show discernment, ask questions and conduct due diligence if we don’t like a finding. The trick is to tame our biases and exercise the same scrutiny when we see something we’re raring to accept. 

 

This article is adapted from May Contain Lies: How Stories, Statistics, and Studies Exploit Our Biases – and What We Can Do About It
(Penguin Random House, 2024)
Reproduced by kind permission of the author.

Celebrate our 2nd birthday!

Since Spring 2023, our readers have enjoyed over 1,000 articles. All for free. 
This is made possible through the generosity of our amazing community of supporters.

If you enjoy Seen & Unseen, would you consider making a gift towards our work?

Do so by joining Behind The Seen. Alongside other benefits, you’ll receive an extra fortnightly email from me sharing my reading and reflections on the ideas that are shaping our times.

Graham Tomlin
Editor-in-Chief