Gilbey on Film: Claude Chabrol - an appreciation

This great director was much more than simply a "French Hitchcock".

The occasion of Claude Chabrol's death at the age of 80 is not the time to get into any spurious arguments about the best and worst of the Nouvelle Vague, the critics-turned-directors who flew the Cahiers du cinéma coop. But on a personal level, Chabrol's films, especially his extraordinary run from Les biches in 1968 through to Les noces rouges in 1973, were always infinitely more fascinating and mysterious to me than the cool-cat tomfoolery of the early Jean-Luc Godard works that have become the mastheads of that revolution.

Remember, it was not A bout de soufflé or Truffaut's The 400 Blows which represented the first howl of the Nouvelle Vague, but Chabrol's 1958 debut Le beau Serge, a simmering drama that approaches with tenderness characters steeped in poverty and savagery.

I only came upon that picture a few years ago, and it cast a new light on my understanding of Chabrol, who has so often been pigeonholed unhelpfully as the French Hitchcock. (Even that tag never stuck for me: by some freak accident in the chronology of my youthful viewing, I was exposed to his 1968 masterpiece Le boucher before I had even seen Psycho.)

Le beau Serge won Chabrol the Best Director prize at Locarno, but isn't greatly admired today. It doesn't have the gutsy iconoclasm of Godard and Truffaut, or the intellectual game-playing of another ex-Cahiers colleague, Jacques Rivette; its religious symbolism and rustic setting (it was shot in the Limousin region where Chabrol grew up) makes it feel more of a piece with, say, Pasolini's Mamma Roma.

But the thoroughness of its psychological insight lays the groundwork for the fraught dynamics that would fester at the heart of Chabrol's finest work, from the warped love triangle of Les biches to Violette Nozière (1978) starring Isabelle Huppert (in the first of six films for Chabrol) as a patricidal teenage prostitute. The elliptical shooting and editing style in Le beau Serge only compounds the aftershock of unseen horrors -- like the rape scene which is reduced to a shot of the victim sobbing that her attacker "slipped in here like a serpent."

More than half a century later, Chabrol was still proving that explicitness has nothing on intimation in his last released work, The Girl Cut in Two. (Meanwhile, his final completed film, Bellamy, starring Gerard Depardieu, screened at last year's London Film Festival but remains unreleased here, though there is a Region 1 DVD available.)

Chabrol's pictures chipped away in a deceptively civilised fashion at the façade of bourgeois respectability, always finding blood-spattered immorality mere millimetres beneath the surface. One thing which set him apart from Hitchcock was his predominantly poker-faced filmmaking style; Hitchcock can practically be heard cackling behind his hand during parts of Psycho, The Birds and Marnie, but it is not always clear whether Chabrol's attitude is one of devilish amusement or anthropological curiosity. He understands his characters well enough, but what does he make of them?

Here he is, talking about the hedonistic quartet of young women in Les bonnes femmes (1960), and differentiating between his attitude toward character and social context:

I wanted to make a film about stupid people that was very vulgar and deeply stupid. From that moment on I can hardly be reproached for making a film that is about stupid people. I don't think that it's a pessimistic film. I'm not pessimistic about people in general, but only about the way they live. When we wrote the film the people were for [the screenwriter, Paul] Gégauff, fools. It was a film about fools. But at the same time we could see little by little that if they were foolish, it was mainly because they were unable to express themselves, establish contact with each other. The result of naivety, or too great a vulgarity.

The films are highly accessible, and intricately constructed, but Chabrol's perspective is often harder to crack. Despite his admission that "You have to avoid taking oneself too seriously", the humour in his movies is more deeply embedded, more enigmatic, than in Hitchcock's work. That said, he wasn't averse to Hitchcockian in-jokes or silliness, like the sign in a butcher's window in Poulet au vinaigre (1985), which reads: "Closed due to murder" (a macabre backwards nod to the plot of Le boucher).

But whereas Hitchcock sometimes lets the audience off with laughter, Chabrol gave the impression that the films were part of some broader political project which would last beyond the closing credits of any one picture. No matter how often this self-proclaimed Marxist aimed his barbs at the bourgeois, there was always the sense that there was more work to be done, that he knew each film was only one poisoned arrow in an ongoing shower.

Ryan Gilbey is the New Statesman's film critic

Ryan Gilbey is the New Statesman's film critic. He is also the author of It Don't Worry Me (Faber), about 1970s US cinema, and a study of Groundhog Day in the "Modern Classics" series (BFI Publishing). He was named reviewer of the year in the 2007 Press Gazette awards.

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So much for "the table never lies" – data unravels football's biggest lie of all

London side Brentford FC are using data to rethink the usual football club model.

It’s a miserable day for practice, the rain spitting down on the manicured training pitches of Brentford Football Club. Inside a tiny office marked Director of Football, Rasmus Ankersen is waiting for his phone to ring. The winter transfer window closes in 11 hours and there are deals to finalise.

Ankersen, a 33-year-old Dane with a trim beard and hair pulled into a small ponytail, seems relaxed. Perhaps he knows that the £12m transfer of the striker Scott Hogan to Aston Villa is as good as done. Or maybe his comfort comes from Brentford’s performance this season. The small west London club sits safely in the top half of the second tier of English football – at least according to management’s own version of the league table, which is based on “deserved” rather than actual results. Officially, on 31 January, when we meet, the team is 15th of 24.

“There’s a concept in football that the table never lies,” says Ankersen, whose own playing career was ended by a knee injury in his teens. “Well, that’s the biggest lie in football. Your league position is not the best metric to evaluate success.”

Brentford are an outlier in English football. Since the professional gambler Matthew Benham bought a majority share in 2012, they have relied on the scientific application of statistics – the “moneyball” technique pioneered in baseball – when assessing performance.

The early results were positive. In 2014, Brentford were promoted from League One to the Championship and the next season finished fifth. That same year, Benham’s other team, FC Midtjylland, which is run on similar principles, won the Danish Superliga for the first time.

Yet in 2016 Brentford slipped to ninth. Despite the disappointing season so far, Ankersen insists the strategy is the right one for “a small club with a small budget”.

Underpinning Brentford’s approach is the understanding that luck often plays a big part in football. “It is a low-scoring sport, so random events can have a big impact,” Ankersen says. “The ball can take a deflection, the referee can make a mistake. The best team wins less often than in other sports.”

In a match, or even over a season, a team can score fewer or more than its performance merits. A famous example is Newcastle in 2012, says Ankersen, who besides his football job is an entrepreneur and author. In his recent book, Hunger in Paradise, he notes that after Newcastle finished fifth in the Premier League, their manager, Alan Pardew, was rewarded with an eight-year extension of his contract.

If the club’s owners had looked more closely at the data, they would have realised the team was not nearly as good as it seemed. Newcastle’s goal difference – goals scored minus goals conceded – was only +5, compared to +25 and +19 for the teams immediately above and below them. Statistically, a club with Newcastle’s goal difference should have earned ten points fewer than it did.

Moreover, its shot differential (how many shots on goal a team makes compared to its opponents) was negative and the sixth worst in the league. That its players converted such a high percentage of their shots into goals was remarkable – and unsustainable.

The next season, Newcastle finished 16th in the Premier League. The team was not worse: its performance had regressed to the mean. “Success can turn luck into genius,” Ankersen says. “You have to treat success with the same degree of scepticism as failure.”

Brentford’s key performance metric is “expected goals” for and against the team, based on the quality and quantity of chances created during a match. This may give a result that differs from the actual score, and is used to build the alternative league table that the management says is a more reliable predictor of results.

Besides data, Brentford are rethinking the usual football club model in other ways. Most league clubs run academies to identify local players aged nine to 16. But Ankersen says that this system favours the richer clubs, which can pick off the best players coached by smaller teams.

Last summer, Brentford shut their academy. Instead, they now operate a “B team” for players aged 17 to 20. They aim to recruit footballers “hungry for a second chance” after being rejected by other clubs, and EU players who see the Championship as a stepping stone to the Premier League.

It’s a fascinating experiment, and whether Brentford will achieve their goal of reaching the Premier League in the near future is uncertain. But on the day we met, Ankersen’s conviction that his team’s fortunes would turn was not misplaced. That evening, Brentford beat Aston Villa 3-0, and moved up to 13th place in the table. Closer to the mean.

Xan Rice is Features Editor at the New Statesman.

This article first appeared in the 16 February 2017 issue of the New Statesman, The New Times