Article
Culture
Film & TV
Monsters
Weirdness
Zombies
5 min read

Zombies: a philosopher's guide to the purpose-driven undead

Don’t dismiss zombiecore as lowbrow.

Ryan is the author of A Guidebook to Monsters: Philosophy, Religion, and the Paranormal.

A regency woman dabs her mouth with a bloody hankerchief.
Lilly James in Pride and Prejudice and Zombies.
Lionsgate.

Writing from his new book, A Guidebook to Monsters, Ryan Stark delves into humanity’s fascination for all things monsterous. In the second of a two-part series, he asks what and where zombies remind us of, and why they caught the eyes of C.S. Lewis and Salvador Dali 

 

On how Frankenstein’s monster came to life nobody knows for sure, but he is more urbane than zombies tend to be. Nor do Jewish golems and Frosty the Snowman count as zombiecore. The latter sings too much, and both are wrongly formulated. Frosty comes from snow, obviously, and the golems—from mere loam, not what the Renaissance playwrights call “gilded loam,” that is, already pre-assembled bodies, which is a zombie requirement. Tolkien’s orcs function likewise as golem-esque monsters, cast from miry clay and then enlivened by the grim magic of Mordor. We do not, for instance, discover scenes with orc children. 

And neither is Pinocchio a zombie, nor Pris from Blade Runner, but dolls, automatons, and C3POs border upon the land of zombies insofar as they all carry a non-human tint. Zombies, however, carry something else as well, a history of personhood, and so in their present form appear as macabre parodies of the human condition writ large. They are gruesome undead doppelgangers, reminding us of who we are not and perhaps—too—of where we are not. Hell is a place prepared for the Devil and his angels, Christ tells us in the book of Matthew. And maybe, subsequently, for zombies. 

Kolchak, in an episode of Kolchak: The Night Stalker aptly titled “The Zombie,” correctly discerns the grim scenario at hand: “He, sir, is from Hell itself!”  

C.S. Lewis pursues a similar line of thinking in The Problem of Pain: “You will remember that in the parable, the saved go to a place prepared for them, while the damned go to a place never made for men at all. To enter Heaven is to become more human than you ever succeeded in being on earth; to enter Hell is to be banished from humanity. What is cast (or casts itself) into Hell is not a man: it is ‘remains.’” Lewis makes an intriguing point, which has as its crescendo the now-famous line about the doors of Hell: “I willingly believe that the damned are, in one sense, successful, rebels to the end; that the doors of Hell are locked on the inside by zombies.” I added that last part about zombies. 

I make this point—in part—to correct those in the cognoscenti who dismiss zombies as a subject too lowbrow for serious consideration.

Not everyone believes in Hell, of course, yet most concede that some people behave worse than others, which also helps our cause. Indeed, part of zombiecore’s wisdom is to show that bad people often produce more horror than the zombies themselves. Such is the character of Legendre Murder, a case in point from the film White Zombie. Not fortunate in name, Mr. Murder runs a dark satanic mill populated by hordes of zombie workers, which is the film’s heavy-handed critique of sociopathic industrialization. The truth to be gleaned, here, is that zombies did not invent the multinational corporation; rather, they fell prey to it. 

We might think, too, of Herman Melville’s dehumanized characters from Bartleby the Scrivener: Nippers, Turkey, Ginger Nut, and the other functionaries whose nicknames themselves indicate the functions. From an economic standpoint, their value becomes a matter of utility, not essence, which is Melville’s reproach of the despairingly corporate drive to objectify personhood—of which zombies are an example beyond the pale. They might as well be fleshy mannequins, in fact, and as such provide the perfect foil for the human being properly conceived. 

Here, then, is why we do not blame zombies for eating brains, nor do we hold them accountable for wearing white pants after Labor Day, as some inevitably do. They cannot help it—in ethics and in fashion. Perhaps especially in fashion. The best we can hope for in the realm of zombie couture is Solomon Grundy, the quasi-zombie supervillain who holds up his frayed pants with a frayed rope, a fashion victory to be sure, however small it might be, though “zombie fashion” is a misnomer in the final analysis. They wear clothes, but not for the same reasons we do. 

The point holds true for Salvador Dali’s zombies as well, most of whom find themselves in nice dresses. I make this point—in part—to correct those in the cognoscenti who dismiss zombies as a subject too lowbrow for serious consideration. Not so. Exhibit A: the avant-garde Dali, darling of the highbrow, or at least still of the middlebrow, now that his paintings appear on t-shirts and coffee mugs. Burning giraffe. Mirage. Woman with Head of Roses. All zombies, too ramshackle and emaciated to live, never mind the missing head on the last one, and yet there they are posed for the leering eye, not unlike those heroin-chic supermodels from Vogue magazine in the late 1990s. Necrophilia never looked so stylish. 

The zombie’s gloomy predicament bears a striking resemblance to that of the Danaids in the classical underworld, those sisters condemned to fill a sieve with water for all eternity...

But never let it be said that zombies are lazy. They are tired, to be sure. Their ragged countenances tell us this, but they are not indolent. Zombies live purpose-driven undead lives. They want to eat brains, or any human flesh, depending on the mythos, and their calendars are organized accordingly. No naps. No swimming lessons. Just brains.  

But we quickly discern that no amount of flesh will satisfy. There is always one more hapless minimart clerk to ambush, one more sorority girl in bunny slippers to chase down the corridor. In this way, the zombie’s gloomy predicament bears a striking resemblance to that of the Danaids in the classical underworld, those sisters condemned to fill a sieve with water for all eternity, an emblem of the perverse appetite unchecked, which has at its core the irony of insatiable hunger. And as the pleasure becomes less and less, the craving becomes more and more. The law of diminishing returns. So, it is with all vices. The love of money demands more money, and the love of brains, more brains. 

And so, in conclusion, a prayer. God bless the obsessive-compulsive internet shoppers, the warehouse workers on unnecessarily tight schedules, and the machine-like managers of the big data algorithms. God bless the students who sedate themselves in order to survive their own educations, taking standardized test after standardized test. And God bless the Emily Griersons of the world, who keep their petrified-boyfriend corpses near them in the bedroom, an emblem of what happens when one tries too mightily to hold on to the past. And God help us, too, when we see in our own reflections a zombie-like affectation, the abyss who stares back at us and falsely claims that we are not the righteousness of God, as Paul says we are in 2 Corinthians. And, finally, Godspeed to Gussie Fink-Nottle from the P.G. Wodehouse sagas: “Many an experienced undertaker would have been deceived by his appearance, and started embalming on sight.”  

  

From A Guidebook to Monsters, Ryan J. Stark.  Used by permission of Wipf and Stock Publishers.   

Article
Character
Culture
Leading
Virtues
6 min read

What is Putin thinking? And how would you know?

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.