‘Why We Believe’ with Alister McGrath

The Evolving Leader

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In this episode of The Evolving Leader, Jean Gomes and Scott Allender are joined by renowned philosopher and theologian Alister McGrath to explore one of the most timeless and urgent questions: Why do we believe? Drawing on insights from his new book, Why We Believe: Finding Meaning in Uncertain Times, McGrath reflects on the nature of belief, the human need for meaning, and how our convictions shape who we are and how we lead.

The conversation takes us from McGrath’s early journey through science and Marxism to his later embrace of faith, to the cultural forces shaping our beliefs today from post-truth politics to techno-optimism. The episode explores how leaders can navigate complexity and uncertainty with grounded beliefs, curiosity, and empathy without succumbing to dogma or paralysis.

Whether you consider yourself a person of faith, reason, or somewhere in between, this episode invites you to reflect more deeply on what sustains you and how those beliefs can help you thrive in a rapidly evolving world.

Referenced during this episode:

Why We Believe: Finding Meaning In Uncertain Times (McGrath, 2025)

Other reading from Jean Gomes and Scott Allender:
Leading In A Non-Linear World (J Gomes, 2023)

The Enneagram of Emotional Intelligence (S Allender, 2023)

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The Evolving Leader is researched, written and presented by Jean Gomes and Scott Allender with production by Phil Kerby. It is an Outside production.

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Chapters

1. Introduction (00:00:00)

2. Your journey in the search for belief started in science and Marxism – can we start there, what was it about these systems of thought that attracted you to them and how did you begin to question your beliefs in them? (00:04:10)

3. What was the force behind Why we Believe? Why should those without religious convictions read it? (00:06:10)

4. You frame the book with the argument that “to believe is to be human: it underpins our ability to imagine, experiment, relate to others and the world. Can you expand on that? (00:08:13)

5. You start the book with a thought experiment, imagining a world where we only accepted incontestable truths and logic. Can you bring this to life, what would we lose if that was the case? (00:10:08)

6. How should we be thinking about our ability to make judgements in a post-truth world? (00:12:58)

7. How do we hold onto our beliefs but remain curious and empathetic? (00:15:44)

8. I love the concluding thought in the book that living in this vast space of ambiguity and uncertainty is an art, a skill that we have to learn. How do you feel our leaders both new and seasoned can embrace this reality more fully? (00:18:36)

9. When you took a stance against the Dawkins delusion, presumably you received some friction because of that. How did that feel and what did you do in terms of lowering the temperature? (00:20:56)

10. Where else might we be falling into the trap of confusing belief systems with reality? (00:23:01)

11. Once we accept that we’re relying on a belief system (which is something we deeply need to make sense of ourselves within a bigger picture), how does that change how we accept the world? (00:24:49)

12. Is there a practical, apolitical framework that leaders can use to guide their decisions and stay true to a moral agenda? (00:27:16)

13. When people in power hold beliefs that are very different and even harmful to others, it creates fear and anxiety for many. How can people protect their wellbeing in a world where those in charge don’t share their values? (00:30:27)

14. What advice would you give to a young person setting out on their career about how to start thinking about building their own belief system, how to make sense of themselves? (00:33:26)

15. How do you build this from the ground up so that it’s coming from within rather than received? (00:36:28)

16. How important is it for leaders to be re-examining their beliefs on a regular basis as the world changes faster than ever? (00:39:29)

17. Implicit in what you’re saying is the capacity for reflection and doubt which seem to be in scarce supply in many people. What can you teach us about how to do that better? (00:41:47)

18. As leaders we can’t always have concrete answers, we can’t always understand what’s happening, we have ignorance and uncertainty. How do you learn to live with that ambiguity? (00:43:37)

19. Are there practices that you engage in to increase your capacity for uncertainty and is there any advice that you could give to help people find a state of relative relaxation in the uncertainty? (00:45:44)

20. Where are the hard parts of the hard problem for you? (00:48:19)

21. What’s next for you in your research? (00:49:51)

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