Space on trains: the only valid argument for HS2

Economic and jobs benefits will be negligible.

The case for the new high speed rail network - the route of which was announced today - is all becoming a bit muddled. Anticipating a backlash against the project, government spokespeople have been defending it all over the place. The trouble is, there are too many versions of the defence, and most of them just don't hold water.

A Department for Transport spokesman told the Telegraph:

HS2 will bring cities closer together, drive regeneration, tackle overcrowding and stimulate economic growth.

George Osborne said the new line would be:

..not just about cutting journey times – although it does cut in half the journey time from Manchester to London – it’s also about the new stations, the prosperity that’s going to come, the jobs that are going to be created around this infrastructure.

Transport Secretary Patrick McLoughlin said:

It's not just about journey times, it is also about capacity. We are finding the railways are overcrowded. We've seen massive growth in rail passenger numbers, so this is taking HS2 so it serves the north.

The key claims for the line have been that a) joining London to the north and Midlands will help redistribute jobs, that b) the UK is behind the rest of Europe in terms of fast connectivity between cities, that c) the line will generally stimulate economic growth, and that d) rail transport is at capacity and we simply need more lines. Let's just unpack each claim:

a) The new HS2 will redistribute jobs.

The presence of a high speed rail will probably redistribute jobs. But it will most likely redistribute them in the direction of London and the South East. While Birmingham and Manchester (which both have stations on the new line) will also benefit a bit, this will be at the expense of the rest of the region. There won't be many stations, and the small towns which miss out on these will miss out economically too.

b) The UK lacks fast connectivity between cities compared to other places in Europe.

Although European trains are faster (France's TGV services have been reaching 200mph since 1981) - our cities are on average closer together. This means that journey times between major cities are actually faster than our European competitors, according to campaigners.

c) The rail line will stimulate economic growth.

The model from which the government is making these estimates is "exquisitely sensitive to small variations in growth assumptions", according to Dr J Savin, whose extensive financial analysis of the economic benefits of the line can be read here. Making broad claims about the economic advantages, he argues, is therefore distinctly shaky. He also writes that the uneven spread of benefits is not desirable either:

"A project that the entire UK pays for but that benefits two regions disproportionately, one of them being the richest parts of London, is hardly equitable."

d) We need more lines, as rail transport is at capacity.

In the final analysis, the only argument for the new HS2 that actually holds is that the rail services are too crowded. Network Rail told the BBC that the southern section of the West Coast Main Line will be "effectively full" by 2024. We do need more lines - but not for all the reasons the government is putting forward.

HS2 route was announced today. Photograph: Getty Images

Martha Gill writes the weekly Irrational Animals column. You can follow her on Twitter here: @Martha_Gill.

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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