In response to criticism, we often say – in these or similar words – “Let’s see you do better!” Prima facie, it looks like this response is a challenge of a certain kind – a challenge to prove that one has what has recently been called standing. More generally, the data here seems to point a certain kind of norm of criticism: be better. Slightly more carefully: One must: criticize x with respect to standard s only if one is better (...) than x with respect to standard s. In this paper, I defend precisely this norm of criticism – an underexplored norm that is nevertheless ubiquitous in our lives, once we begin looking for it. The be better norm is, I hope to show, continuously invoked in a wide range of ordinary settings, can undergird and explain the widely endorsed non-hypocrisy condition on the standing to blame, and apparent counterexamples to the norm are no such counterexamples at all. I further contend that, given some plausible principles, my previous “moral commitment” account of the moral standing to blame will be extensionally equivalent to the be better norm. (shrink)

Blaming others for things that are not our business can attract charges of meddling and dismissals of blame. It is well known that such charges are often contentious because the content and applicability of anti-meddling norms can be difficult to nail down. This paper argues that another important source of contention is that it is often not settled in advance whether some wrongdoing is or is not the business of a would-be blamer. Thinking about the grounds of anti-meddling norms—privacy, intimacy, (...) and respect for the victim—shows that it is sometimes up to those involved to set these boundaries. Rather than pointing out violation of a pre-established anti-meddling norm, charges of meddling may be aiming to put such a norm or boundary in place. An important upshot is that anti-meddling norms, and norms of blame more generally, are often up for negotiation. This has important implications for the ethics of blame. In addition, it helps us understand a common source of conflict in interpersonal relationships. (shrink)