President Nazerbayev: the man proposing a name change for Kazakhstan. Photo:Getty.
Show Hide image

The President of Kazakhstan suggests his country should be renamed

President Nazerbayev doesn't want to rule a "stan" any more. So he's suggesting it become Kazakh Yeli or Kazakhiya.

What’s in a name? When it comes to geographical place names, quite a lot actually, as anyone who’s found themselves stuck talking to someone who insists on telling you about their fabulous holiday to Ceylon or Siam, will tell you. Naming a country or a city is a powerful act, and an opportunity to impose your ideology – which is why so many former colonies have been keen to shake off their colonial place names.

Take the central square in Tripoli, the focal point for Libya's 2011 revolution. Under Italian rule it was Rome Square, but after Muammar Gaddafi took power in 1969 it became Green Square – as the colour green was seen to represent his “Al Fatah” revolution. When Gaddafi fell, it became Martyrs Square, to commemorate the protesters who lost their lives there. Ask a taxi driver now to take you to Green Square, and you get a very funny look.

Or think of how St Petersburg became Leningrad, and then reverted to St Petersburg again, or Volgograd was briefly Stalingrad. Or look at India, where major cities have been renamed to reflect local nationalist sentiments. Bombay became Mumbai in 1995, Madras became Chennai in 1996 and Calcutta became Kolkata in 2001.

It’s not always obvious what name you should use for a country – do you go for Burma or Myanmar? The country’s pro-democracy movement prefer Burma, because they reject the authority of the military junta that renamed it in 1989.

And now Kazakhstan wants to change its name. According to The Economist, the vast and oil rich central Asian country is seeking to distance itself from its less well-off neighbours like Uzbekistan, Kyrgyzstan, Turkmenistan and Tajikistan and avoid being lumped with volatile “stans” like Pakistan and Afghanistan. President Nazerbayev has suggested it become “Kazakh Yeli” (land of the Kazakhs) or Kazakhiya instead. So far his suggestion hasn't gained much popularity.

It’s unlikely the name change will do much to change international perception of Kazakhstan – in fact it sounds a little bit like a storyline lifted straight from the BBC comedy Ambassadors – but it will give sub-editors and diplomats something to puzzle over. 

Sophie McBain is a freelance writer based in Cairo. She was previously an assistant editor at the New Statesman.

Show Hide image

What’s the secret of the world’s best-paid sports manager? Ask the Chicago Cubs

Theo Epstein is a star because he values the person as much as the player.

As I write, the Chicago Cubs, perennial underachievers, are three wins away from reaching baseball’s World Series for the first time since 1945. By the time you read this they may have crashed out. Besides, baseball – like cricket – is a language that asks a lot of its translators. So, in writing about the Cubs, I’ll skip the baseball bits. Fortunately, the lessons of the Cubs’ success (they were the outstanding team of 2016, even if they don’t win the World Series) transcend baseball.

To understand the future of sport – and perhaps employment – I recommend a pair of profiles of Theo Epstein, the president of baseball operations for the Cubs, one published in the New York Times and the other written by David Axelrod (Barack Obama’s strategist) for the New Yorker.

Epstein, 42, has just agreed a contract extension worth $50m over five years, making him the highest-paid non-player in professional sport. There is plenty in the profiles on his whizzy use of data analytics; his algorithmic tests that measure players’ co-ordination (essentially using neuroscience to measure talent); as well as the Cubs’ coaching programme dedicated to mental health and managing stress. Most timely and important of all is Epstein’s emphasis on character. He talks about “scouting the person more than the player”. He wants the right kind of people on the field.

“In the draft room [where the team decides which players to sign], we will always spend more than half the time talking about the person rather than the player,” he has said. “We ask our scouts to provide three detailed examples of how these young players faced adversity on the field and responded to it, and three examples of how they faced adversity off the field.”

Epstein is well known for empowering a “geek department” inside his baseball teams. Yet instead of perceiving a conflict between science and the human realm, he sees the two as part of the same big picture. He craves players with character who can benefit from the insights of science.

“Character” is a vexed subject inside sport. It sets off uncomfortable associations. Talking too much about character – building it, or even just valuing it – sounds dangerously close to endorsing an amateur ethos. Victorian public schools often celebrated sport explicitly in opposition to intelligence, even achievement. H H Almond, the headmaster of Loretto from 1862, got an A for candour (if nothing else) when he ranked his school’s priorities: “First – Character. Second – Physique. Third – Intelligence.”

The Victorian notion of games cast a long shadow over sport and society in the 20th century. The first phase of ultra-professionalism, in the office as well as on the sports field, was a reaction to Almond’s set of values. The concept of character was recast as a consolation prize, doled out to the class dunce or the twelfth man. Crucially, reformers and nostalgics alike bought in to the historical perception of a separation or conflict between character, intellectual life and sporting achievement.

The Cubs, however, know better. To adapt Almond’s clumsy saying: intelligence and physical skills derive, significantly though not entirely, from character. Character is now being understood not as the destination, but the foundation, even the process.

This is an overdue reassessment. In the loosest terms, I would identify three phases in the development of professional sport. Phase one optimised the body. Sadly, though we are still inching forward, the human body is now reaching the outer wall of virtuosity. All sports will tail off in speed of progress, in terms of pure physicality.

Phase two of modern sport turned to psychology. Realising how hard it is to gain an edge through physical conditioning, everyone suddenly started talking about the mind: the inner game of this, the mental game of that. However, reconfiguring the mental approach of elite athletes – already in their twenties and thirties, with deeply ingrained habits and highly evolved psychological software – is also exceptionally difficult. That is why many top athletes recoil from conventional “sports psychology”; the discipline is oversold and under-sceptical.

We are now entering phase three: the whole person. Sustained high achievement relies on something much deeper than a few sessions with a sports psychologist. So you need the right people in the room.

Coaches in future will be numerate and intellectually unthreatened by the scientific advances that illuminate sport. But the best coaches will never lose sight of a parallel truth: that although science can help us to understand what happens on the sports field, and sometimes how to do it better, it cannot conveniently convert athletes into inert particles, as though it were a ­physical science. Coaching can benefit from ­science but remains an art – one that revolves around understanding and helping people.

In most sports, players and coaches are really in the business of decision-making. The winning team, as Pep Guardiola says, makes more good decisions. Sport, in other words, advances when it trains people to make better decisions. There are now highly evolved analytical techniques for understanding how those decisions influence results. However, the athletes themselves are still people, imperfect and imperfectible. If you want machines, you get dummies.

This month, I was asked to found a new institute of advanced sports studies at the University of Buckingham. The mission is to create undergraduate and postgraduate courses that attend to the entire mindset – critical thinking, ethics and leadership, as well as data analytics and sports science: a kind of “PPE of sport”. After a misleading triple fissure – character, body, mind – sport is starting to put the pieces back together again. That’s why, this month, I’m rooting for Epstein’s Cubs.

Ed Smith is a journalist and author, most recently of Luck. He is a former professional cricketer and played for both Middlesex and England.

This article first appeared in the 20 October 2016 issue of the New Statesman, Brothers in blood