Article

Culture

Film & TV

Monsters

11 October 2024

5 min read

Cartoon villains: who's the real baddie?

What kind of villain do we want?

James Cary

James Cary is a writer of situation comedy for BBC TV (Miranda, Bluestone 42) and Radio (Think the Unthinkable, Hut 33).

A cartoon chase sees a car driven by a cow escaping from a car of baddies under a giant poster of their villainous boss.

Jazz Cow vs. Dr Popp.

“Nobody thinks they’re the bad guy”. That’s a phrase I often use when helping people write situation comedies. It’s always useful to have a strong antagonist who gets in the way of our hero. But the villains tend not to consider themselves to be evil. In fact, they are offended at the suggestion.

The Batman universe has turned the interesting villain to new levels. The Penguin is Gotham’s latest production, a brand-new TV series on HBO. Colin Farrell plays a highly nuanced anti-hero, exploring The Penguin’s “awkwardness, and his strength, and his villainy, yes, his propensity for violence”. Farrell told Comicbook.com he was attracted to the role because “there's also a heartbroken man inside there you know, which just makes it really tasty.” Audiences are often invited to have sympathy for the devil. Should we be worried about the blurring of the lines between good and evil?

I’ve been asking myself this question as I’ve been writing a new animation which involves a villain called Dr Popp who is trying to take over a city. But what kind of villain do we want in 2024?

Jack Nicholson’s portrayal of The Joker back in 1989 feels like pop-culture ancient history. His Joker was an embittered agent of chaos without many redeeming qualities but mercifully lacked the nihilism of later versions. It was an old-fashioned story of cops and robbers which has its own simplistic charm. But have those days gone forever, having been shot in the head and dropped off a bridge into a river?

The problem is it is so easy to humanise evil. You just give it a human face. The arch-villains of the twentieth century – the Nazi members of the SS – are rather sweet when portrayed by comedians Mitchell and Webb. A nervous member of the SS Unit (Mitchell) waiting for an attack from the Russians looks at the skull on his cap and asks his fellow comrade-in-arms (Webb): “Hans, are we the baddies?”

Any student of World War Two will know that it’s never as simple as good versus evil. Many terrible things were done by people who felt justified in their behaviour. Moreover, ‘the goodies’ also felt compelled to do morally dubious things – like the bombing of civilians in cities – in order to defeat ‘the baddies. After all, they started it.’ The truth is always far more complicated than the war films suggest.

Dr Popp is the very worst kind of villain: he has great power and he wants to help. In his own mind, he’s completely clear about his mission.

Ten years ago, I was researching real life baddies for my sitcom Bluestone 42 about a bomb disposal team set in Afghanistan. At times, I had to think like the Taliban who, in their own minds, were entirely justified in leaving bombs by the side of the road, to be triggered by British soldiers or Afghan children. They were pretty relaxed about the outcome. It’s hard to sympathise with this way of thinking, but it made sense to them.

My internet search history from that time probably put me on some sort of Home Office watchlist. Maybe a small dossier was started on me. More recently, that dossier would have become thicker as I’ve moved sideways from sitcom into murder mysteries, having recently worked on Death in Paradise and Shakespeare and Hathaway. To work on shows like these, you need to be thinking of good reasons for good people to commit murder. Someone would need a very strong motive to commit a murder on an idyllic Caribbean island where the local detective has a 100 per cent resolution rate. You also need to research ingenuous methods for murdering people in a way that escapes detection. I’m surprised I’ve not yet had a knock on my door, or enquiries made to the neighbours to call a number if they see anything suspicious.

But what about cartoon villains where nothing is real? The bold colours and the larger-than-life characters might suggest that there is more clarity about goodies and baddies. But there isn’t. Evil villains – that is, villains who realise they are evil – are extremely rare. Skeletor from He-Man and the Masters of the Universe comes to mind. This kind of demonic baddie can be entertaining with wit and charm, like Hades in the Disney movie, Hercules. This character had some brilliant one-liners and was superbly brought to life by the voice of James Woods. Overall, however, purely evil characters are hard to write.

Cartoon villains need proper motivation. This is either a character flaw or a backstory. In The Lion King, Scar is consumed with envy that his brother is king – and a good one at that. In The Incredibles, Syndrome is playing out his sense of injustice that he was not allowed to be Mr Incredible’s sidekick, Incrediboy. In The Simpsons, Mr Burns is essentially Mr Potter from It’s a Wonderful Life. He’s a Scrooge-type figure who doesn’t care about love and respect. He just wants to own the town.

The cartoon villain I’ve been thinking about is for a new animation project I’ve been working on called Jazz Cow. The eponymous hero is a saxophone-playing cow and a reluctant Bogart-style leader of a bohemian band of misfits. They are trying resist the advance of the all-consuming algorithm created by Dr Popp, the villain. But what’s his motivation?

Dr Popp is the very worst kind of villain: he has great power and he wants to help. In his own mind, he’s completely clear about his mission. He’s trying to make the world better, easier, safer, cheaper, more efficient and convenient. Why would anyone want to refuse his technology, reject his software and keep away from his algorithm?

This is why Dr Popp has to silence Jazz Cow, literally, by stealing his saxophone. He simply cannot allow Jazz Cow to delight audiences at Connie Snott’s with live improvised music. There’s no need for this music! Dr Popp has all the music you could possibly need, want or imagine. Why improvise when we have artificial intelligence?

Dr Popp is a cartoon villain for today when relativism is still alive and well. ‘Good’ and ‘Evil’ are still concepts or points of view rather than absolutes. However, there is good and evil in Jazz Cow. But the evil doesn’t come from Doctor Popp. It comes from the user or consumer. That would be us.

‘The Algorithm’ is always learning and always trying to give us our hearts’ desire. And that’s the problem: our hearts frequently desire that which they cannot – and should not – have. Dr Popp’s algorithm is like a mirror held up to our faces. In it, we see the real baddie: ourselves. Not even Jazz Cow can save us from that. But what this horn-playing cow can do is to make the world a more humane place.

For more information about Jazz Cow, and information on how you can make the show happen, take a look at our Kickstarter – and don’t worry. Jazz Cow would approve, as it’s the creative’s way of sticking IT to the man.

Article

Character

Culture

Leading

Virtues

19 September 2024

6 min read

What is Putin thinking? And how would you know?

The self-centeredness of modern culture is antithetical to strategic thinking.

Emerson Csorba

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Preisdent Putin stands behind a lectern with a gold door and Russian flag behind him.

What is Putin thinking?

In a world of Google Maps when walking on city streets, or of Waze when driving, it is difficult to ever become lost.

The AI algorithm provides us with the shortest route to our destination, adjusting whenever we make the wrong turn. We do not need to think for ourselves, technology instead showing the way forward.

But there are times where it is possible to get lost. This happens less in a city with its clearly set-out streets, and more so when taking the wrong turn in open expanses: hiking in the mountains, traversing farmers’ fields or while navigating at sea. In each of these situations, a miscalculation may lead to peril.

It is in these situations that we must carefully think through our steps, determining how to proceed, or whether to turn back. Often, these situations are ambiguous, the right way forward unclear.

Much of life – perhaps more than we wish to acknowledge – is like this, more akin to a walk across an open field with multiple possible routes forward, than a technology-enabled walk through a city.

When making important decisions, our grasp of a given situation, of others’ intentions and motives, and the networks facilitating and constraining action, are less evident than we may initially think.

This acknowledgement of uncertainty is no reason for delay, but rather a basis for careful deliberation in determining what to do, and how to proceed. It is necessary if we are to pursue what we believe is right, in a manner that may produce positive results.

In a recent interview with the BBC Newscast podcast, University of Durham Chancellor Dr Fiona Hill – who previously served as White House National Security Council Senior Director for European and Russian Affairs, and currently as Co-Lead of the UK’s Strategic Defence Review – provides listeners with a powerful reminder on how to proceed within ambiguous situations, especially in navigating the choppy seas, or rocky terrains, of human relationships.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency.

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Dr Hill uses the term “strategic empathy” to consider how the political West might proceed in its relationship with Russia, and specifically with Vladimir Putin.

Strategic empathy is a serious commitment to understanding how another person thinks, considering their worldview, their key sources of information (in other words, their main three or four advisors, who have a person’s ear), and other emotional considerations that underpin decision-making.

It is much more than just putting oneself in other’s shoes, as is often said about empathy. The approach is one of realism, suspending judgment based on self-protective or self-aggrandising illusions, in favour of what is actually the case.

In the case of Putin, Dr Hill helpfully reminds listeners that his worldview is drastically different than that of Westerners, and that significant intellectual effort (and specifically, intellectual humility in setting aside one’s own default frames of reference) is necessary to consider decisions from Putin’s perspective, and so make the right decisions from ours.

Technology is here an assistant but not a cure-all. Whereas AI might – based on a gathering of all possible publicly available information written by and about a particular person – help to predict a person’s next move, this prediction is imperfect at best.

There are underlying factors – perhaps a deeply engrained sense of historical grievance and resentment in the case of Putin – that shapes another’s action and that can scarcely be picked up through initial conversation. These factors may not make sense from our perspectives, or be logical, but they exist and must be treated seriously.

This empathy is strategic, because effective strategy is the “How?” of any mission. Whereas a person’s or organisation’s mission, vocation or purpose (all words that can be used relatively interchangeably) is the “Why?” of a pursuit, strategy is the “How?” which itself consists of the questions “Who?” “What?” “When?” and “Where?”

To understand how to act strategically requires a prior effective assessment of reality. This requires going beyond what others say, our initial perception of a situation, any haughty beliefs that we simply know what is happening, or even the assessments of supposedly well-connected and expert contacts.

Dr Hill’s strategic empathy is an appeal to listeners to ask questions – digging as much as possible – to arrive at an assessment that approximates reality to the greatest degree possible. This exercise might be aided by AI, but it is at its heart a human endeavour.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. The persistent asking of questions is difficult – requiring mental, emotional and intellectual endurance.

There is considerable wisdom in Dr Hill’s reflections on strategic empathy, which extend well beyond the fields of intelligence, geopolitics or defence. The idea of strategic empathy helps show us that in much of modern culture – which glorifies the self, individuals putting their wants, needs and desires before those of others – developing strategy is very difficult.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is.

Why is this the case? When popular culture favours phrases such as “You do you,” the you becomes a barrier to asking questions, with some aloofness to the situation, necessary for understanding how another thinks. People are encouraged to focus on themselves at the expense of others, and so fail to understand others’ worldviews and ways of operating.

Simply put, the self-centeredness of modern culture is antithetical to strategy. It impedes deliberation, which involves patience in the gradual formation of purpose for action. It wages war against the considered politics or statesmanship that many want to see return. In place of this is crisis or catastrophe, in which self-focus leads to clashes with others that could otherwise be avoided or worked through carefully.

The Biblical story of the serpent in the garden is another vantage point for the idea of strategic empathy. Soon after Adam and Eve eat the apple in the garden and become “like gods, knowing good and evil,” God searches for them and asks “Where are you?”

It is right after individuals try to become the judges of good and evil – “like gods,” that Adam and Eve find themselves lost: God’s “Where are you?”

Put differently, when a person is convinced they are right, but without asking questions, they make mistakes, they likely suffer unnecessarily because of this, and then become anchorless – the “Where are you?”

This applies to countries as much as it does to people: the more they moralize, seeking to become the judges of good and evil in a complex geopolitical landscape, the more they drift from their sense of purpose.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is. A belief in evident rightness often leads to error, whereas the ability to suspend such judgment helps reveal – often gradually – the right path forward.

The strategic empathy approach requires both assertiveness – in asking good questions and maintaining persistence in doing so – and self-restraint in the face of believing that the right answer is clear.

The glue between assertiveness on the one hand and restraint on the other is faith, which helps a person to move forward in a trusting manner, but without exerting oneself so much so that they become the centre of the situation.

So, while Google Maps, Waze or other technologies might be at our disposal in our travels, both real and metaphorical, these technologies only get us so far.

The right way forward is seldom initially clear when navigating ambiguous situations, the frequency and stakes of which increase as we embark boldly – with faith – on the adventure of life.

Dr Hill’s strategic empathy – asking questions, listening carefully, suspending a self of sense, seriously considering diverging worldviews, and adjusting as necessary – helps us to achieve the understanding and direction we need.

Indeed, this approach is fundamental to a more effective and resilient political West. It is necessary for sounder deliberation, better strategy and statesmanship, in an increasingly ambiguous world.