The novel coronavirus pandemic (COVID-19) has had far-reaching effects on public health around the world. Attempts to prevent the spread of the disease by quarantine have led to large-scale global socioeconomic disrup- tion. During the outbreak, public authorities and politicians have struggled with how to manage widespread ignorance regarding the virus. Drawing on insights from social epistemology and the emerging interdisciplinary field of ignorance studies, this article provides evidence that the temporality of non- knowing and its intersection with knowing is (...) a force that leads political decision-making during a crisis. Illuminating the epistemic analysis with statements given by the Finnish government to the media in decision- making documents and in press conferences, this paper proposes that a crisis situation, itself, seems to demand from political decision-makers dynamic action while simultaneously knowing little (‘non-knowing’) about the different fronts of tackling the pandemic. We conclude that non-knowing must be recognized explicitly as an enduring and central condition in deci- sion-making, which we call ‘epistemic humility.’. (shrink)

During the corona pandemic, politicians have been forced to make urgent decisions under pressure while balancing between challenging options: protecting citizens’ health or causing major social and economic difficulties through security measures. Part of the dilemma has been whether the chosen security measures are oversized, causing fundamental economic and social problems, or not sufficiently enough, thus putting people’s lives at risk. In illustrating our discussion with actions taken by press conferences (PCs) of the Finnish Government, we discuss how nonknowing has (...) governed political decision-making in the corona crisis and how tackling the pandemic has required politicians and experts to develop a capability of dealing with the epistemic conditions of nonknowledge. When information about the virus was constantly updated, the epistemic states of ‘not-yet-known’ or ‘partly-known’ substantially affect the rhythms in which political decisions are made in managing the spread of COVID-19. We suggest that Prime Minister Marin and her cabinet developed a policy of epistemic humility where the legitimation of decision is not based on scientific knowledge but rather on the temporality of nonknowing. The crisis created a favourable momentum for addressing issues of nonknowing in politics, which are easily kept outside of the public attention. (shrink)