Status, grievance and resentment: C.S. Lewis on the surprisingly modern business model of hell

60 years after its author’s death, The Screwtape Letters image of hell as an unscrupulous business is still relevant. Simon Horobin tells how C.S. Lewis came to author the influential bestseller.

Simon Horobin

Simon Horobin is Professor of English Language & Literature, Magdalen College, Oxford University.

A comic book style cartoon of a small squat devil looking quizzed in hell.

A scene from Marvel Comic's version of The Screwtape Letters.

November 22nd is the sixtieth anniversary of the death of C.S. Lewis, an event that was overshadowed by the assassination of JFK on the same day. Although he is best known today as the author of the Narnia stories, the obituary that appeared in The Times newspaper a few days later noted that it was in fact The Screwtape Letters which sparked his success as a writer.

Initially published as a series of letters in the church newspaper The Guardian, The Screwtape Letters appeared in book form in 1942. The idea came to Lewis during an uninspiring sermon at Lewis’s local parish church in the Oxford suburb of Headington, in July 1940. Provisionally titled ‘As one Devil to Another’, the book would form a series of letters addressed to a novice devil, called Wormwood, beginning work on tempting his first patient, by an older, retired devil, called Screwtape. In finding Screwtape’s voice, Lewis was influenced by a speech given by Adolf Hitler at the Reichstag and broadcast by the BBC. What struck Lewis about the oration was how easy it was, while listening to the Führer speaking, to find oneself wavering just a little.

Lewis dedicated the volume to his friend and fellow Oxford academic, J.R.R. Tolkien. After Lewis’s death, having read an obituary in the Daily Telegraph claiming that Lewis was never fond of the book, Tolkien noted drily:

‘He dedicated it to me. I wondered why. Now I know.’

Despite Tolkien’s misgivings, the public devoured the work and it quickly became a bestseller. Although, as Lewis pointed out, numbers of sales can be misleading. A probationer nurse who had read the book told Lewis that she had chosen it from a list of set texts of which she had been told to read one in order to mention it at an interview. ‘And you chose Screwtape?’, said Lewis with some pride. ‘Well, of course’, she replied, ‘it was the shortest’.

Not all readers approved of its sentiments. A country clergyman wrote to the editor of The Guardian withdrawing his subscription on the grounds that much of the advice the letters offered seemed to him not only erroneous but positively diabolical. The confusion no doubt arose from the lack of any explanation surrounding their circumstances; in a later preface Lewis gave more context, though refused to explain how this devilish correspondence had come into his hands.

Its publication by Macmillan in 1943 brought Lewis to the attention of readers in the United States; when Time magazine featured an interview with him in September 1947, it carried the title ‘Don v. Devil’. A picture of Lewis featured on the magazine’s cover, with a comic image of Satan, complete with horns, elongated nose and chin, and clutching a pitchfork, standing on his shoulder.

For Lewis, the war did not present a radically different situation, but rather aggravated and clarified the human condition so that it could no longer be ignored.

The Screwtape Letters are the product of the war years, during which Lewis wrote many of his most popular works. It was in 1941 that he delivered the first of his broadcasts for the BBC Home Service, which launched his career as a public apologist for the Christian faith. In 1942 Lewis published Perelandra, the sequel to his first space travel novel Out of the Silent Planet (1938), in which his hero, Elwin Ransom, a Cambridge philologist – another nod to Tolkien – is summoned to Venus to prevent a second fall. Although it was published in 1950, The Lion, the Witch and the Wardrobe begins with four children being evacuated to the countryside to escape the London blitz. In setting his stories in outer-space or the fantastical world of Narnia, Lewis could be accused of writing escapist fiction that avoided the realities of a world in conflict. Lewis, however, believed that the war had not created a new crisis, but rather brought into clearer focus an ever-present struggle between good and evil.

For Lewis, the war did not present a radically different situation, but rather aggravated and clarified the human condition so that it could no longer be ignored. As he remarked in the second of his Broadcast Talks:

‘Enemy-occupied territory – that is what this world is. Christianity is the story of how the rightful king has landed, you might say landed in disguise, and is calling us all to take part in a great campaign of sabotage’.

The key point, writes Screwtape, is to fix the patient’s attention on ‘real life’ – but don’t let him question what he means by ‘real’.

Lewis’s message to a country living in fear of occupation by German troops was that the invasion had already happened. They had been summoned not to their country’s defence, but to its liberation. When the Pevensie children stumble into a snow-covered Narnia under the control of the tyrannical White Witch, they are told in hushed whispers of the rumours of Aslan’s return: ‘“They say Aslan is on the move—perhaps has already landed.”’ It is a reminder that Aslan enters Narnia as a rebel, intent on overthrowing the Witch and installing the rightful kings and queens on the thrones of Cair Paravel.

The Screwtape Letters do not ignore the war during which they were written; Wormwood’s patient is killed in the London bombing. But, for Screwtape, a war is of no value unless it results in winning souls for his Father Below. His advice to his nephew is concerned with diverting the patient from engaging with universal questions by distracting him with everyday preoccupations and sense experiences. While these might involve the immediate conflict, they could also be the excitement of a new romance, a falling out with a friend, the prospect of promotion, or an obsession with food. If the patient should begin to speculate about spiritual matters, Screwtape advises Wormwood to deflect him with academic theories and philosophies that avoid confronting the question of whether the Christian faith might actually be true. The key point, writes Screwtape, is to fix the patient’s attention on ‘real life’ – but don’t let him question what he means by ‘real’. It is ironic, Screwtape observes, that, while mortals typically picture devils putting ideas into their minds, their best work is done by keeping things out.

Despite numerous requests for sequels, Lewis was reluctant to twist his mind back into the ‘diabolical attitude’ and revisit the spiritual cramp it produced. Numerous spin-offs have appeared to fill the void, with Screwtape emails, audio and stage performances and even a Marvel comic book adaptation. Despite this, readers continue to turn to the original work. After all, Lewis’s depiction of hell as an unscrupulous business concern, whose employees are perpetually concerned about their own status, nursing grievances and resentment, speaks to our modern age just as much as it did to Lewis’s own.

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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.