Why does opera have to have so many Wagnerian Nazis and smug anachronisms?

Alexandra Coghlan reviews new productions of La donna del lago and Ariadne auf Naxos.

La donna del lago; Ariadne auf Naxos
Royal Opera House, London WC2; Glyndebourne, Lewes

A new production of Tannhäuser opened in early May at the Rheinoper in Düsseldorf. This wouldn’t normally have made international headlines but its director, Burkhard C Kosminski, had relocated Wagner’s opera to Nazi Germany, confronting his audience with vivid images of gas chamber deaths and concentration camps.

Protests ensued and the production was cancelled. While ethical questions have dominated public debate, Kosminski’s Tannhäuser also raises the embattled issue of “Konzept” – that king of German Regietheater that places the director’s vision above all else, even the intentions of the composer. It’s a philosophy that has never fully taken root in Britain but two new productions – Glyndebourne’s Ariadne auf Naxos and La donna del lago (“The Lady of the Lake”) at the Royal Opera House in London – show the extent of its influence.

We all know the score with Rossini. Belly laughs and bel canto silliness are the bread and butter of The Barber of Seville – and if you’ve seen Le comte Ory, La Cenerentola or Il turco in Italia, this impression is only confirmed.

All of which can lead to problems when it comes to staging the composer’s serious works. Heard far less often, these take a musical language of glossy, self-regarding excess and use it as a vehicle for tragedy and historical drama. It’s a dislocation that modern directors often find uncomfortable and the results can be extreme.

John Fulljames’s new La donna del lago for the Royal Opera House makes you wonder why a director would bother to stage a work in which he seems to have so little faith. His high-concept treatment of Rossini’s take on Walter Scott’s The Lady of the Lake involves more framing device than action. We are asked to laugh at the reductive, 19th-century romanticising of Scottish history, to join with Rossini and Scott (inserted into the action here as minor characters) in poring over cultural archetypes preserved in the glass cases of a museum.

It’s all frightfully clever and meta-theatrical but Fulljames can’t have it both ways. Rossini’s opera needs the sincerity and mythic delight of Romanticism if it is to have any hope of engaging its audience. Stifle these and at best you have a smugly self-defeating piece of cultural analysis, certainly not an engaging drama.

Fortunately, La donna del lago is a singers’ show and, with a cast led by Joyce DiDonato and Juan Diego Flórez, you only have to close your eyes to have a superb night at the opera. Freed from the acres of tartan and the wearisome insistence on disembowelling, raping and pillaging, you can relish the trickling fluidity of DiDonato’s semi­quavers, which transform Rossini’s four-square melodies into organic and unexpectedly beautiful arabesques.

Flórez is almost indecently comfortable in this repertoire – he is a rare tenor for whom it is a showcase, rather than an assault course. If his “O fiamma soave” is indulgently slow, then it’s a right he earns with his bravura athleticism elsewhere.

A coloratura trio between him, DiDonato and a late substitute, Michael Spyres (Rodrigo), is as good as anything you’ll hear at Covent Garden. Simon Orfila makes a strong Royal Opera House debut as Douglas and Daniela Barcellona outmans everyone as Malcolm.

If La donna del lago is an innocent opera traduced by an overly knowing director, no such claim can be made for Strauss’s opera-within-an-opera Ariadne auf Naxos. A complex compositional history reflects just how aware both Strauss and his librettist Hugo von Hofmannsthal were of balancing the relationship between the opera’s framing first-half prologue (life) and its second-half opera (art). Making her UK debut with this production, the German director Katharina Thoma might betray Strauss but does at least succeed in making a dramatic case for her disjunctive shock-and-awe approach.

Blithely ignoring the jarring effect of the German libretto, Thoma relocates the action to a Glyndebourne-style English country house in the 1940s. The fireworks that ordinarily end the prologue become German bombs, setting us up to treat the second-half opera as a continuation, not a dramatic break.

Rather than fiction invading life, here we have the reverse. We find ourselves back in the country house, now transformed into a makeshift hospital, unable to escape fully into art and fantasy while painful reality keeps obtruding into the drama. So far, so interesting.

Unfortunately, the problems really start here, climaxing (quite literally) in some facile self-pleasuring for the showgirl Zerbinetta (Laura Claycomb) and a decidedly confused encounter for Ariadne (Soile Isokoski) and Bacchus (Sergey Skorokhodov).

What conclusions – if any – we are supposed to draw about art, fidelity and life are, however, wilfully unclear. Neither are the individual performances aided much by Thoma’s concept, with only Kate Lindsey’s radiant, delicately finessed composer rising above the confusion.

The veteran Straussian Isokoski feels unusually laboured as Ariadne, never quite finding that floated vocal space; while Skorokhodov went to pieces entirely on opening night. Claycomb’s Zerbinetta fulfils the cheap banality of Thoma’s vision but otherwise makes little impression musically and even the thrusting dynamism of Vladimir Jurowski’s pit feels tainted by the insistent earthiness of this anti-myth.

We’re all postmodern now. “Ceci n’est pas un opéra” is the battle cry of directors for whom the text is an enemy to be drama­tically tortured, read against itself until the friction flays it clean of any original truths and intentions.

If opera is to grow, as theatre has, into a mature contemporary art form, then we have to find a way to resolve this hostility, this self-harming anger against the genre. Endless powdered-and-wigged Figaros certainly aren’t the future but neither, perhaps, are Wagnerian Nazis, smug anachronisms or shell-shocked Greek heroes.

 

A scene from "Ariadne auf Naxos".

This article first appeared in the 10 June 2013 issue of the New Statesman, G0

Getty
Show Hide image

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