Article

Culture

Film & TV

21 May 2024

4 min read

Shardlake: the Disneyfication of the Monasteries

What works, and doesn’t, translating from page to screen.

James Cary

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

Two men in Tudor clothing converse in a street

Shardlake, left, played by Arthur Hughes.

Have you ever had that sense of dread on discovering your favourite novel is going to be a movie or a TV series? Fans of CJ Sansom’s books have been divided on the adaptation of their favourite historical novels about a hunchbacked lawyer during the Dissolution of the Monasteries. Some have been delighted by what they’ve seen, and felt the four episodes of Shardlake on Disney+ were true to the original books. Others were appalled.

The originals books are greatly loved. On The Rest is Entertainment podcast, Richard Osman read out comments from his own mother about how and why she loved CJ Sansom’s book so much. I was not so captivated. I read the first book, Dissolution, some years ago and liked it. But I didn’t like it enough to read more.

So when the TV adaptation landed on Disney+ I was curious. My own reaction was relief that CJ Sansom had passed away only days before his first novel arrived in our living rooms. Sansom was committed to historical accuracy and authenticity. The TV Series? Not so much.

But Shardlake is entertainment for the masses, not the bookish. Why shouldn’t sixteenth century monks have incredible teeth? Why shouldn’t they burn candles by the dozen in every room of the monastery, day and night, despite the fact that candles were eye-wateringly expensive back then? And yes, these monks should be going to church at least nine times a day, and spend hours in prayer and private study. But who really wants to watch that? This isn’t Wolf Hall on BBC2. This is mainstream global streaming TV: the Disneyfication of the Monasteries.

Given the differences in the media, why are both versions of Shardlake so successful? The secret sauce is the hunchback himself, Shardlake.

As a screenwriter myself, I know all too well that the dynamics of twenty-first century television – aka ‘content’ – and novels are very different. (My failed novels have reinforced this lesson for me). Shardlake has to appeal to an international audience who have not read, and will never read, CJ Sansom’s books. They won’t even listen to Tom Holland and Dominic Sandbrook talk about the Dissolution of the Monasteries on The Rest is History podcast.

Novels are fairly cheap to print. TV is expensive, burning money faster than the monks of St Donatus can burn candles. Shardlake is international TV, financed internationally and filmed internationally. Consequently, you are not looking at the Kent countryside. You are looking at Hungary, Austria and Romania for a mixture of reasons. Mostly these would be tax breaks, cheaper crews and financial incentives.

St Donatus’s monastery is a mash up of the medieval Kreuzenstein Castle near Vienna and the gothic Hunedoara Castle in Transylvania. It looks brilliant. It just does not in any way resemble a medieval monastery – which were surprisingly uniform through Europe. The chapel at the monastery is comically small, whereas there would, in real life, be a hilariously large abbey.

The New Stateman said, “This is not Merrye Englande. It is the Grand Anywhere we’ve come to know all too well in the age of streaming, and it bores me to death, my eyes unable to stick to it,” which seems a little over dramatic. Most of the reviewers were unconcerned by this lack of historical accuracy. The Guardian called it ‘magnificent’, others ambivalent. It scored about 80% on Rotten Tomatoes with both the critics and the audience. Overall, Shardlake has been a hit.

Given the differences in the media, why are both versions of Shardlake so successful? The secret sauce is the hunchback himself, Shardlake. He is the sleuth, trying to solve the murder of a fellow commissioner in the service of the King’s ruthless right-hand man, Thomas Cromwell. The recipe for the Shardlake sauce is made up of two key ingredients.

Shardlake bears his cross with fortitude, not bitterness.

The first is his goodness. It seems like a bland attribute, but it’s rather refreshing, especially in a world divided both then and now. Shardlake is not complex character with inner demons. (At least that’s not how he’s presented in the first book or this adaptation.) When I read the book, my abiding memory is that Shardlake was one of the good guys. This was surprising at the time as normally Protestants were seen Philistines and cultural vandals who cynically changed their theology to strip the church of its wealth, before passing the churches on to their descendants who smashed the statues, whitewashed the walls and, eventually, cancelled Christmas. Shardlake may be in the service of Thomas Cromwell, but he knows in his heart of hearts that Anne Bolyen was innocent of the crimes for which she was beheaded. And in some small way, he makes amends for this.

But Shardlake’s goodness is only half of the recipe. The other half is his hunched back. In the sixteenth century, this makes him an object of ridicule and shame. It is not flipped around to become a strength. It is an affliction with which he has to cope. Given Shardlake’s world steeped in religion, we are reminded of the ministry of Jesus, who attracted the sick, the crippled, the lepers and the blind. They were, of course, healed and Shardlake is not so fortunate.

Shardlake bears his cross with fortitude, not bitterness. Likewise, Jesus Christ himself bore his cross as a victim of injustice on trumped up charges, beaten and executed as one cursed alongside criminals, saying ‘Father forgive’. Shardlake, like Christ in the gospels, is a suffering servant. And now Disney may see the Gospel According to Shardlake spreading all over the world.

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.

Get updates

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.