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5 min read

The felled tree: decoding the destruction

The deliberate felling of an iconic tree is a story that author Theodore Brun had heard somewhere before, prompting him to explore the reactions to it further.

Theodore is author of the historical fiction series The Wanderer Chronicles. He previously studied Dark Age archaeology at Cambridge, and afterwards worked in international law.

A felled decidious tree lies sprawled on the ground. The freshly sawn stump and roots are in the foreground
The stump of the felled sycamore tree.
Wandering wounder, CC BY-SA 4.0, via Wikimedia Commons.

News of the felling of the Sycamore Gap Tree was greeted across the country with shock, sadness and disgust. Shock at the wanton vandalism; sadness at the loss of an iconic feature of our British Isles; disgust at the kind of nihilism it must have taken in the mind of whoever did the deed. Predictably social media blew up. I blew up with it. This was ‘our’ tree - held which such affection by those of us who knew it across the nation as to be almost sacred. The spiteful disregard for that affection felt truly shocking.  

The most natural reaction to this is anger. “Throw the book at whoever did it!’ was the general feeling - whether it was the 16-year-old boy first arrested or the 60-year-old man detained later. No motive could justify such a mindless act.  

But then came the double shock for me. A jarring recollection that it was the story of the felling of another great tree that had been the seed of inspiration from which grew my entire historical fiction series, The Wanderer Chronicles. And in that story, the man doing the felling seemed to me something of a hero. The tree in question was a mighty oak, dedicated to Donar (better known as Thor) the god of thunder, which once stood in the province of Hesse in central Germany. In the early 8th century, an English missionary, known to history as St Boniface, took an axe to Donar’s Oak, a sacred place of worship to the local pagan inhabitants, even as a large crowd of them stood by raining curses on his head. Boniface would have justified his act of vandalism on religious grounds: the tree was the site of horrific human sacrifice and rituals of witchcraft, and must be destroyed, in part to prove the impotence of this pagan god.

Shocking as his act must have been, Boniface’s aim was not to offend. It was to overthrow. To overthrow a system of religious and spiritual oppression. A system of cruelty, death and bondage. In a sense, it was an act of expulsion of false gods who demanded everything and promised nothing in return. That would have been his justification, at least. And in its place, he intended to plant a new culture of faith, freedom and forgiveness; of truth and love. It’s telling that he used the timber from the fallen oak to build a church.  

The event marked the beginning of the widespread destruction of many sacred groves and other places of pagan worship in the decades that followed, symbolic of the supplanting of one pre-existing culture by another, more powerful culture on the rise.  

So, can Boniface’s good intentions be distinguished from the apparently nihilistic felling of the Sycamore Gap Tree in our own day? I think they can. But no doubt many would disagree. 

After all, these days, we find the idea of one culture asserting itself over another almost as abhorrent as the human sacrifice Boniface was trying to suppress. Certainly, to post-modern sensibilities and values, religious motivations no longer justify any kind of cultural vandalism. Few would have much sympathy for the Taliban’s destruction of the Buddhas of Bamiyan in 2001. Nor for the deliberate arson attacks in the mid-nineties on over fifty churches in Norway by neo-pagan Black Metal bands. Even today, the demolition of a Palestinian mosque by Israeli shells as an act of retaliation attracts media opprobrium, no matter the human death toll that provoked it. 

So, is there any good for which vandalism may be justified? 

In a world and culture that feel ever more divided, perhaps the Sycamore Gap Tree, even in its destruction, can give us some hope, some fleeting moment of cultural unity. 

The protest actions of environmental groups like Just Stop Oil or Extinction Rebellion fall into that vein, and strongly divide opinion. They proclaim a new gospel of environmentalism. Turn around, mend your ways, and be saved. (Although is it really just an old message of paganism: Appease the gods of sun and thunder or else face oblivion?) In any case, it’s a message burning with no less zeal than did old Boniface’s. And while they may not agree with their methods, many would at least agree with their cause and motive. The question is: how far can you stretch a point? 

The fact is that there is much that we do not agree on. Borders, taxation, healthcare, education, marriage, sex and gender, even what constitutes a human life. Cultural divisions seem to grow only wider. Increasing mistrust has us standing in opposition to one another - vitriol and disdain filling the space between us. Two tribes in a stand-off. Rather like the two hills that form the gap where that beautiful tree stood until last week. The gap is empty now. The tree is what brought them together. The tree was what completed the whole scene. Without it, we see only the empty air between the two opposing hills. 

In a world and culture that feel ever more divided, perhaps the Sycamore Gap Tree, even in its destruction, can give us some hope, some fleeting moment of cultural unity. Trees still represent to us an essential good. Their existence transcends the passage of our short lives. They stand through storm or shine. They sink their roots deep into the good earth. They stretch their limbs up to the skies. They are a metaphor for a life well lived.  

The felling of this iconic and beautiful tree is a pang we can all feel, the more so because it seems to have been done as a naked act of vandalism with - so far - no justification offered. Maybe this then is its greatest legacy: that, rather than reaching for the easy emotions of anger and blame, we can transcend our differences for just a moment. And allow ourselves to be reminded that, more than we ever realised, we loved that old tree. And we shall miss it now it’s gone. 

If we can all feel that, perhaps there’s hope for us yet. 

The Sycamore Gap Tree as was.

A black and white photo show a single mature tree silhouetted in the gap between two hills..
Article
Character
Culture
Leading
6 min read

We need strategic empathy to fathom both geopolitics and each other

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

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.