Orange Is the New Black gives us a different view of the debate over "privilege"

Netflix's newest production offers nuance and subtle insight into the uses and abuses of power.

In episode four of Netflix’s House of Cards, Congressman Francis Underwood (a knowing Kevin Spacey, whose performance is almost but never quite over the top) asks the wildly ambitious young journalist Zoe Barnes (Kate Mara): “Do you have a man that cares for you? An older man?” Then he asks if she knows that older men hurt women like her before discarding them.
 
“You can’t hurt me,” Zoe replies, almost mockingly. In a certain light, it seems as if she’s in charge: it’s her flat they’re standing in and her tone suggests that this isn’t her first rodeo. She knows Underwood’s power in Washington but, crucially, she is also aware of her own –of her job, her desirability, her clear-sighted understanding of their transaction. All of which is interesting, because although she has shown flashes of initiative up to this point, most of the power on display has been his.
 
Zoe has the weight of popular culture on her shoulders. We know that these women rarely get out alive, metaphorically or otherwise, and we expect whatever control they have in the moment to be fleeting. Young women looking to make something of themselves and older men with the clout to help them do so . . . It’s a cliché for a reason.
 
I was thinking about this as I watched Netflix’s newer production Orange Is the New Black. It’s set in Litchfield, a women’s federal prison in upstate New York; we get to observe its in and outs through the experiences of Piper Chapman (Taylor Schilling), a middle-class white woman doing time for transporting drug money a decade earlier. The set-up has a very clear line on who’s powerful and who’s not. Almost all the women in the show –happily of many ages, races, classes and religions – are incarcerated and almost all the men, with the exception of Piper’s fiancé, Larry Bloom (Jason Biggs), are in charge of maintaining that incarceration.
 
It’s a stark gender divide and every episode sends the message even more forcefully: these women are powerless and the system that has imprisoned them and enforces their passive state has a male face. It takes a little time to scratch the surface, however, and then it becomes clear that as far as this programme is concerned, the most interesting relationships –those that explore the day-to-day dynamics of power – exist between the women.
 
Piper, whose mother has told friends that she’s “doing volunteer work in Africa” for the duration of her sentence, is the newbie, always on the back foot until she has picked up enough prison smarts to get through the next 15 months. On her first day, she manages to offend the long-timer and kitchen head Red (Kate Mulgrew) by insulting the prison food. The gasps that follow show us just how grave a mistake this was.
 
When Piper attempts to make amends, Red says to her, “You seem sweet, honey. But I can’t do shit with: ‘I’m sorry.’ Not in here.” Later, she growls, “March your yuppie ass out of my kitchen.” The apology, when it is finally accepted, comes at a cost and perfectly illustrates Red’s influence over the entire prison. This is reinforced throughout the series by everything from the “elections” to the contraband routes. The system has not beaten Red and she’s holding on to her limited control.
 
Another long-time inmate of interest is Miss Claudette (Michelle Hurst), a woman of few words but great presence – no one knows what she’s in for but they know she hasn’t taken a visitor in a decade because she “won’t do strip-search”. Her power manifests itself in the order in her bunk space – no mess and no noise. She tells her rude new bunk mate: “Watch yourself, little girl. This is not America. This is the Litch and I’ve been here a long while.” It sends shivers down your spine. Miss Claudette knows her power and her backstory shows just how formidable she is.
 
Power, in essence, is relative: that’s what we debate in those endless online conversations about “privilege”. Powerlessness in the wider world does not translate to powerlessness in the microcosm. Orange Is the New Black gives us a different view of this debate, layered with nuance and subtle insight and without the commonplace device of a “great man” and a “naive girl”. It passes the Bechdel test with flying colours and it is, in every other way, a winner.
The cast of Orange Is the New Black. Photograph: Netflix.

Bim Adewunmi writes about race, feminism and popular culture. Her blog is  yorubagirldancing.com and you can find her on Twitter as @bimadew.

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