Bioshock: Infinite was one of the biggest games of 2013.
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The irrational end of Irrational Games

I come here today not to bury Ken Levine but to praise Irrational Games. When they were good they were very, very good, and when they were bad they made <em>Bioshock: Infinite</em>.

So that’s it for Irrational Games. The plug is being pulled less than a year after releasing what for a lot of people was the best game of 2013, Bioshock: Infinite. Can’t lie, didn’t like it personally, but it was critical catnip and sold well. By any measure a successful game, but not enough to save the jobs of 485 of the people who made it; people who now face the search for new employment while Ken Levine plans his next project with a much smaller team of 15. So it goes.

Plenty will be said about Ken Levine, what he’s going to do next and so on and so forth. All I know is that if he was a character in one of his recent games and had chucked that many people under the bus because he thought they were getting in the way you’d probably get an achievement for ripping his face off with a set of steam-powered nose-hair clippers. On the plus side of course it is not like any of the rank and file who worked on Bioshock: Infinitecame out of the project badly. By assuming the mantle of Big Kahuna for the game Levine has, to his credit, essentially exonerated the staff for the game's flaws.

However I come here today not to bury Ken Levine but to praise Irrational Games. When they were good they were very, very good, and when they were bad they made Bioshock: Infinite. And I mean that as a compliment: if the worst game you’re ever going to make is Bioshock: Infinite you are in a much better place than most other developers.

Irrational Games made seven games between 1999 and 2013. The first and arguably the best of all of these was System Shock 2. This was an unapologetically grown up first person action RPG set on a space ship undergoing a period of technical difficulties. The game is not easy to play by modern standards, nor have the visuals aged particularly well, but it remains an absolute classic. As with other classics of the era, for example Vampire: Bloodlines or Deus Ex, the limitations of the PC as a gaming platform at the time forced the developers to be more creative, to squeeze more from systems that these days would be considered unfit to control a toaster. This manifests itself in great writing and in complex yet thoughtful mechanics; as such System Shock 2 has a detailed character building system allowing for many different ways to approach the game. It is nerdy, of course, and daunting to the uninitiated, but it is better for it. I could say more about System Shock 2, but I won’t. You should play it and find out for yourself.

Freedom Force followed System Shock 2 and this would be followed by Freedom Force vs The Third Reich. With reference to my earlier statement about Bioshock: Infinite being the weakest game in the Irrational Games locker, it would be these two which provide the competition. With the Freedom Force games Irrational made a pair of very solid squad based RPGs, based around a cast of comic book superheroes, not actual comic book heroes, but a convincingly cheesy cast of characters with a golden age of comics feel. The games feel a little stodgy, but for what they are they are great, it’s just that isometric strategy games about superheroes aren’t the sort of thing that get pulses racing like cities in the sky and beating people with wrenches. Despite this however like all of Irrational Games better efforts the Freedom Force games were both accomplished and original.

Sandwiched between the Freedom Force games is a return to the first person shooter genre, Tribes: Vengeance. This was a game which made up for what it lacked in originality, being part of an existing franchise, with speed and the addition of a grappling hook. You really can’t go wrong with a game that lets you fling yourself around a huge map like a human missile, occasionally swinging by to snatch at a flag or optimistically spray a few shots at your enemies. The pace of the Tribes series coupled to the size of the maps has always been such that you are not so much shooting at people as hoping to leave a projectile in their path at just the right instant for them to fly into it.

This brings us to the jewel in the crown of Irrational Games. Perhaps it is not as good as System Shock 2 or as popular as the Bioshock games, but SWAT 4 demands respect as being perhaps the only ever significant attempt to do for police officers what everything from Call of Duty to Arma has been doing for soldiers for years. It’s a first person shooter about being on a SWAT team and to this day it remains one of the best games in that entire genre. A few mods here and there to keep it current and it doesn’t even look too shabby. What SWAT 4 managed that no other game has been able to is achieve balance between intense action and also intense uncertainty. In most games, even fairly unforgiving tactical shooters like the original Rainbow Six, you would still be expected to kill everybody except hostages. Such games can become almost perfunctory, see a thing, does it move? If so click on its face until it stops. Repeat.

In SWAT 4 you could shout at the enemies to freeze and drop their weapons and maybe they would. You could hit them with beanbag rounds and Tasers, you could shoot the guns out of their hands if you were that good. Maybe if they were obliging enough to try to shoot you once you’d identified yourself as an officer you could kill them. Plenty of times I can remember hammering the key to shout freeze at a suspect, watching the bad guy slowly start to put his gun down, waiting for what felt like an age for him to either drop the gun or make a play as the AI weighed up his options. Every enemy taken alive felt like a hard won victory, every kill felt like a failure, because it was. Just like that, SWAT 4 changed the mind-set of its players. It sounds like a small thing but the capacity to do that, to completely change the way that a player has to approach an otherwise familiar situation through the use of mechanics, that’s great game design.

The last two games that Irrational Games produced, Bioshock and Bioshock: Infinite are without doubt their highest profile titles and most broadly popular, if their least exciting to actually play. Bioshock delivered as a rudimentary first person shooter with enough style and flair to make it stand out from the crowd, but where SWAT 4 put weight into every life or death moment, Bioshock would serve up the moral decisions in a more simplistic sense, by allowing you to kill children for a power boost, or not, for a power boost. Despite the simplistic morality the world and the characters were the real triumph of Bioshock. Where Call of Duty had shown us that the video game could be a theme park ride, Bioshock showed that it could be a theme park ride that wasn’t designed by a masturbating baboon in a combat jacket.

Bioshock: Infinite however was a mess. All manner of problems cling to it, with the story, the pacing and the way it plays. The setting just feels like more of the same but less good, the mechanics are more of the same but don’t fit into the new setting. The production values are incredible, and the game works as a corridor shooter so it’s no surprise that it was a success but from a developer that had delivered so much for so long it feels like a disappointing, though somewhat appropriate, end.

It can be said that it is better to go out with a bang than a whimper, although under the circumstances perhaps it would be better still to not go out at all when you’ve got the livelihoods of 500 employees at stake. It begs the question: just what is it going to take before games developers form a union?

Phil Hartup is a freelance journalist with an interest in video gaming and culture

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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