Elif Shafak: Strength is our ability to accept and deal with our weaknesses

Turkish novelist Elif Shafak on motherhood, writing and our depleted understanding of postpartum depression.

Black Milk is your first memoir, yet it retains fictional qualities, such as the pint-sized characters called “Thumbelinas” who represent various aspects of your personality.

I believe that in all of us, whether you’re a mother, a woman or a man, there are multiple selves and multiple voices. When we go out into the public sphere, we bring one of those voices to the fore. Before giving birth, I prioritised my intellectual and cerebral voice. Without being aware of it, I looked down on domestic work and rejected my maternal side.

You describe yourself as a “woman who is split inside” in the book, then talk about Julia Kristeva’s notion of the symbolic unity a child can bring. Yet the book refers to your experience of depression, which is often expressed as a kind of fragmentation.

At the beginning, there was a monarchy among the Thumbelinas. In time, they formed a plutocracy as they tried to topple my intellectual side. Then came anarchy, oligarchy and finally democracy. I tried to give all of them an equal voice. I think that out of fragmentation, oneness can be obtained. Motherhood is a tremendous experience for helping people see this. When we fall down, we break into pieces and that can be scary – but then you try to recompose yourself. What you make is not the same but better than before.

Pregnancy is sometimes treated as trivial – a quick recovery is expected. I liked the emphasis you placed on your grandmother’s advice, which others might have seen as useless and superstitious.

Women need more than just hospitals. This is a big change – spiritual, intellectual, physical – and it cannot be learned in a day. For me, it was quite ironic that my grandmother, who is less educated and more typically “Middle Eastern”, was more accepting of the idea of post-partum depression than my mother, who was raised in a more secular culture and better educated. My grandmother’s friends would describe the depression in terms of an evil djinn but they knew to take care of a woman for 40 days after she gives birth – somehow, there was an acceptance of depression that has been lost.

You seem purposefully neutral on the choices of the women writers you discuss. The book refuses to tie up the question of motherhood and writing.

Absolutely. In Turkey, though not only in Turkey, the pressure on women is tremendous: “When are you going to have kids? When are you going to get married?” Politicians talk about it on TV. It’s very hard for women to retain their autonomy. I wanted to show respect for an array of choices and ways of living.

And how has the reaction been?

It was amazing. It’s like something that stands in front of us but nobody talks about, especially in Turkey. I got very personal, very emotional emails and messages from all kinds of women.

I think we need a corrective on childbirth in Britain right now. The icy, flawless production of the royal baby seemed eerily distant from the reality of childbirth.

Even with the best intentions, people’s expectations are so high. The perfect baby. The perfect mother. Images are so important. I don’t think British people deal with emotional turbulence any better than people in Turkey – we don’t want to see weakness in the public arena, particularly at work. We want to see strength but I think there is something wrong with our definition of strength. For me, strength doesn’t mean being strong all the time. Strength is our ability to accept and deal with our weaknesses.

Recently there was a fierce reaction to an article in the Atlantic which suggested that a woman with intellectual aspirations should have only one child. Did you see it?

Yes, I did. I’ve heard the argument before and this kind of generalisation seems very problematic to me. I cannot know a person’s life. Look around: there are plenty of women who are perfectly happy without any children. I have friends who have adopted kids. I have friends who have three kids. I don’t think one formula should be imposed on all women.

Elif Shafak’s “Black Milk” is published by Penguin (£8.99)

Turkish novelist Elif Shafak, who suffered with postpartum depression after giving birth. Photograph: Muammer Yanmaz.

Philip Maughan is a freelance writer in Berlin and a former Assistant Editor at the New Statesman.

This article first appeared in the 19 August 2013 issue of the New Statesman, Why aren’t young people working

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