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The ultimate seduction: revisiting the case of Wagner

Wagner aimed to overthrow 19th-century silliness and replace it with a new "music drama".

Still revered and reviled, misunderstood and misappropriated, Richard Wagner was born 200 years ago, on 22 May 1813. Most people agree that Wagner is not like other composers. His music seems to reach parts that other music doesn’t reach, something “outside the province of reason”, as his biographer Curt von Westernhagen put it. Wagner’s music exerts an irrational hold over people of wildly diverging tastes and philosophies, including many who aren’t otherwise particularly interested in music at all.

Thanks to Wagner, my own musical education (still very incomplete) has been back to front. It started with Wagner, from where I’ve had to travel through musical history in reverse. Having immersed myself in the life and work of a great revolutionary, only later did I explore the classical tradition that Wagner vigorously challenged and permanently altered.

A chance conversation with a friend at university led me to sign up for a course called “Wagner and German History”. My logic was simple and ignoble. Given the choice between a year of saturation-level research on the Black Death or spending my afternoons “studying” by lying down listening to opera, Wagner won hands down. The first Wagner lecture proved I’d been even luckier than I thought. Our professor, Tim Blanning, closed the blinds and played us a recording of the Prelude of Lohengrin. I was hooked. Most proper addictions have to be worked at. Wagner got into my bloodstream instantly.

Wagner is an unusually interesting composer; he has always been a “case” rather than just an artist. First, sadly but inevitably, there is the unavoidable if wildly overstated issue of his influence on Hitler and his misappropriation by the Nazis.

Secondly, Wagner did much to reposition and advance the status of the artist in the 19th century. It is hard to imagine a more complete triumph for a composer than the building of an entirely new type of theatre, the Festspielhaus in Bayreuth, to make certain that his masterwork (The Ring) was staged in an appropriate environment. Wagner was an inverse outsourcer: he craved, and ultimately achieved, complete control. (He might have admired the sentence that ended Prince’s album sleeves from the 1980s: “All songs produced, arranged, composed and performed by Prince”.)

The scale of Wagner’s struggle and ingenuity is remarkable by any standards. In his twenties, he had failed to establish himself in Paris, the centre of the operatic world. He then endured decades of poverty, debt and exile, constantly struggling to secure performances of his work. Wagner’s ultimate triumph was all the more complete because it was on his own terms. He didn’t just break the rules, he invented a whole new game – the apotheosis of Romantic self-belief.

Thirdly, Wagner talked and wrote incessantly. He left a vast resource of books, articles, letters and diaries. The collected edition of his writing, excluding letters, runs to 16 volumes. It is often said that more books have been written about Wagner than anyone except Jesus Christ and Napoleon. That is untrue, but Wagner certainly made impressive efforts to get the ball rolling himself.

His second wife, Cosima, wrote a diary of extraordinary detail, earnestness and, sometimes, vile prejudice. At university, my fellow students developed a satirical, mock-Wagnerian short-hand, echoing Cosima’s obsession with her husband’s health, habits and opinions. “R has a slight cold,” we would parody, “western civilisation depends on his instant recovery.”

Yet taken together, the vast collected record of Wagner’s theories and opinions adds a further dimension to his career: the relationship between his own creative output and his artistic theorising. Wagner’s manifesto was epic in ambition as well as volume. He argued that the status of art, having reached a pinnacle in ancient Greece, had collapsed to new depths with the bourgeois vulgarity and silliness of much 19th-century opera. It needed to be overthrown. In its place, the artist of the future (ie Wagner) would bring together the techniques of Beethoven and Shakespeare into a single form called “music drama”.

For theory and practice to run in parallel within a single career is, unsurprisingly, more common among writers than composers. Tom Wolfe, for instance, has written didactically about what modern novels ought to be like, the themes they should address, even the process by which they should be written. “It is necessary to have a theory in life,” he has said, “to write well in fiction or non-fiction.” Such certainty suggests that Wolfe is driven by the desire to prove himself right, for the novelist to vindicate the critic.

But isn’t it beneath an artist constantly to be explaining what he is doing – or what he thinks he is doing – or, more cynically, what he wants to be thought to be doing as he goes along? Can we trust an artist who is also a critic? “An artist is usually a damned liar,” D H Lawrence once declared, “but his art, if it be art, will tell you the truth.”

Wagner’s theoretical musings provided Friedrich Nietzsche with the stick he used to beat Wagner in his sparkling attack, The Case of Wagner. Nietzsche had once been an ardent Wagnerian and a friend of the composer.

The Case of Wagner will reward readers who love Wagner as well as those who dislike his music, even those who are entirely indifferent. One of its pleasures, undoubtedly, is its cruel wit and ad hominem attacks. But Nietzsche’s arguments will bring a halfsmile of recognition even to the most dedicated Wagnerian. Even if they disagree with the verdict, it is hard not to enjoy the brilliance with which Nietzsche sets out the anti-Wagnerian case (especially if you have ploughed through volumes of Wagner’s turgid prose).

Here is Nietzsche’s acid summary of Wagner’s voluminous theorising:

Everything Wagner can not do is reprehensible.

There is much else Wagner could do: but he doesn’t want to . . .

Everything Wagner can do, nobody will be able to do after him, nobody has done before him, nobody shall do after him. –
Wagner is divine.

Not every music so far has required a literature: one ought to look for a sufficient reason here. Is it that that Wagner’s music is too difficult to understand? Or is he afraid of the opposite, that it might be understood too easily – that one will not
find it difficult enough to understand? 

Wagner required literature to persuade the world to take his music seriously, to take it as profound.

In reply to Wagner’s virulent critique of conventional operatic style, with its pretty arias and ensembles, Nietzsche made the devastating rejoinder: “A bold habit accompanied Wagner through his whole life: he posits a principle where he lacks a capacity.”

But Wagner’s theories have their intellectual advocates, too. The view that we ought to take Wagner’s artistic and philosophical ideas seriously – the case against The Case of Wagner, if you like – has been superbly taken up by the philosopher and memoirist Bryan Magee in two books, Aspects of Wagner and Wagner and Philosophy. Both are enjoyable and insightful. I can’t, however, completely go along with Magee’s attempt to resuscitate Wagner as a thinker. Instead, I wonder whether Wagner’s incessant theorising was mostly a device for cajoling his own musical and dramatic creativity.

I found myself thinking of Wagner when I read Nassim Nicholas Taleb’s recent book Antifragile. Taleb is best known for his work on finance but he writes just as astutely about the creative temperament. Taleb is brutally bossy: writers should not write too much journalism, they should not hold academic posts, they ought to pursue total independence and gentlemanly autonomy, they must resist any suggestion of professional dutifulness.

With the exception of his solvency, which Wagner would scarcely have recognised, Taleb is thoroughly Wagnerian. But Taleb is not only writing for the reader, I suspect he is setting out a manifesto for his own purposes. His attacks on others are actually a means of reinforcing his commitment to his position, like an adventurer who deliberately blocks off his escape routes. Theory becomes a means of artistic self-bullying. Taleb’s fights with the wider world are partly driven by the desire to make life more difficult for himself, and so, he hopes, more artistically rewarding.

The same reasoning, I think, applies to Wagner’s theories. They are another expression of his heroic personality, an example of Wagner setting an impossibly high bar for himself. He was a pessimist by conviction, in the opera critic Michael Tanner’s brilliant phrase, but an optimist by temperament.

Alongside the question of theory and practice, there is a second dimension to Nietzsche’s case against Wagner. In essence, it is that he was a trickster (his contemporaries often referred to him as a “wizard” or “sorcerer”) a conjurer of false emotions:

Was Wagner a musician at all? . . . There was something else he was more: namely, an incomparable histrio [actor] . . . He became a musician, he became a poet because the tyrant within him, his actor’s genius, compelled him. Wagner was not a musician by instinct

Thomas Mann picked up a similar theme in his essay “Pro and Contra Wagner”. Mann used the term “double focus” (borrowed from Nietzsche) to describe Wagner’s gift for satisfying sophisticated needs while simultaneously gratifying more commonplace ones. The audience is merely subtly charmed, flattered, manipulated. To Mann, it was dishonest artistry.

Even those of us who love Wagner recognise a feeling of resistance, as though we might be, at least partially, being duped or seduced. We don’t entirely trust feelings even as we experience them. Murray Bail, the Australian novelist, captured this disquieting dimension, the way Wagner’s music rolls “across the audience in waves of such open seduction”. Bail added: “I had felt it necessary to put up some sort of resistance – but was pulled in anyway.”

Only occasionally has that voice of doubt been entirely absent from my own experience. Around a dozen years ago, I heard James Levine conduct Die Walküre at the Metropolitan Opera in New York. The final act is dominated by an impassioned argument between the god Wotan and his disobedient daughter, Brünnhilde.

For fear of lapsing into euphoric cliches, I will try to explain the opposite of what I felt at the end of the performance. We have all sat through Hollywood films where we know exactly whose side we are on from beginning to end. We yearn simplistically for a neat resolution of the plot, for good to defeat evil – and that is exactly what happens. But after a moment’s satisfaction, the experience recedes into emptiness, so much so that you begin to resent the candy that was dangled in front of you for the two preceding hours even though you ended up eating it.

The experience of Act III of Die Walküre that evening was as far removed from Hollywood shallowness as I am capable of imagining. Through the combination of music and drama, I had understood the complexity and, above all, the truthfulness of two characters locked in a disagreement that could not be resolved. The experience was qualitatively different from anything I’d known from watching a stage play or reading a novel. Even more revealingly, I was sure that I couldn’t fully explain it in words.

And that is why, I suspect, we are still listening to Wagner 200 years after his birth, why we continue to be drawn in, often with reservations, sometimes more completely and authentically.

Ed Smith is a columnist for the New Statesman and the author of “Luck: a Fresh Look at Fortune” (Bloomsbury, £8.99)

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 01 April 2013 issue of the New Statesman, Easter Special Issue

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“I felt so frantic I couldn’t see my screen”: why aren’t we taking mental health sick days?

Some employees with mental health problems fake reasons for taking days off, or struggle in regardless. What should companies be doing differently?

“I would go to the loo and just cry my eyes out. And sometimes colleagues could hear me. Then I would just go back to my desk as if nothing had happened. And, of course, no one would say anything because I would hide it as well as I could.”

How many times have you heard sobbing through a work toilet door – or been the person in the cubicle?

Jaabir Ramlugon is a 31-year-old living in north London. He worked in IT for four years, and began having to take time off for depressive episodes after starting at his company in 2012. He was eventually diagnosed with borderline personality disorder last January.

At first, he would not tell his employers or colleagues why he was taking time off.

“I was at the point where I was in tears going to work on the train, and in tears coming back,” he recalls. “Some days, I just felt such a feeling of dread about going into work that I just physically couldn’t get up ... I wouldn’t mention my mental health; I would just say that my asthma was flaring up initially.”

It wasn’t until Ramlugon was signed off for a couple of months after a suicide attempt that he told his company what he was going through. Before that, a “culture of presenteeism” at his work – and his feeling that he was “bunking off” because there was “nothing physically wrong” – made him reluctant to tell the truth about his condition.

“I already felt pretty low in my self-esteem; the way they treated me amplified that”

Eventually, he was dismissed by his company via a letter describing him as a “huge burden” and accusing him of “affecting” its business. He was given a dismissal package, but feels an alternative role or working hours – a plan for a gradual return to work – would have been more supportive.

“I already felt pretty low in my self-esteem. The way they treated me definitely amplified that, especially with the language that they used. The letter was quite nasty because it talked about me being a huge burden to the company.”

Ramlugon is not alone. Over three in ten employees say they have experienced mental health problems while in employment, according to the Chartered Institute of Personnel and Development. Under half (43 per cent) disclose their problem to their employer, and under half (46 per cent) say their organisation supports staff with mental health problems well.

I’ve spoken to a number of employees in different workplaces who have had varying experiences of suffering from mental ill health at work.

***

Taking mental health days off sick hit the headlines after an encouraging message from a CEO to his employee went viral. Madalyn Parker, a web developer, informed her colleagues in an out-of-office message that she would be taking “today and tomorrow to focus on my mental health – hopefully I’ll be back next week refreshed and back to 100 per cent”.

Her boss Ben Congleton’s reply, which was shared tens of thousands of times, personally thanked her – saying it’s “an example to us all” to “cut through the stigma so we can bring our whole selves to work”.

“Thank you for sending emails like this,” he wrote. “Every time you do, I use it as a reminder of the importance of using sick days for mental health – I can’t believe this is not standard practice at all organisations.”


Congleton went on to to write an article entitled “It’s 2017 and Mental Health is still an issue in the workplace”, arguing that organisations need to catch up:

“It’s 2017. We are in a knowledge economy. Our jobs require us to execute at peak mental performance. When an athlete is injured they sit on the bench and recover. Let’s get rid of the idea that somehow the brain is different.”

But not all companies are as understanding.

In an investigation published last week, Channel 5 News found that the number of police officers taking sick days for poor mental health has doubled in six years. “When I did disclose that I was unwell, I had some dreadful experiences,” one retired detective constable said in the report. “On one occasion, I was told, ‘When you’re feeling down, just think of your daughters’. My colleagues were brilliant; the force was not.”

“One day I felt so frantic I couldn’t see my screen”

One twenty-something who works at a newspaper echoes this frustration at the lack of support from the top. “There is absolutely no mental health provision here,” they tell me. “HR are worse than useless. It all depends on your personal relationships with colleagues.”

“I was friends with my boss so I felt I could tell him,” they add. “I took a day off because of anxiety and explained what it was to my boss afterwards. But that wouldn’t be my blanket approach to it – I don’t think I’d tell my new boss [at the same company], for instance. I have definitely been to work feeling awful because if I didn’t, it wouldn’t get done.”

Presenteeism is a rising problem in the UK. Last year, British workers took an average of 4.3 days off work due to illness – the lowest number since records began. I hear from many interviewees that they feel guilty taking a day off for a physical illness, which makes it much harder to take a mental health day off.

“I felt a definite pressure to be always keen as a young high-flyer and there were a lot of big personalities and a lot of bitchiness about colleagues,” one woman in her twenties who works in media tells me. “We were only a small team and my colleague was always being reprimanded for being workshy and late, so I didn’t want to drag the side down.”

Diagnosed with borderline personality disorder, which was then changed to anxiety and depression, she didn’t tell her work about her illness. “Sometimes I struggled to go to work when I was really sick. And my performance was fine. I remember constantly sitting there sort of eyeballing everyone in mild amusement that I was hiding in plain sight. This was, at the time, vaguely funny for me. Not much else was.

“One day I just felt so frantic I couldn’t see my screen so I locked myself in the bathroom for a bit then went home, telling everyone I had a stomach bug so had to miss half the day,” she tells me. “I didn’t go in the next day either and concocted some elaborate story when I came back.”

Although she has had treatment and moved jobs successfully since, she has never told her work the real reason for her time off.

“In a small company you don’t have a confidential person to turn to; everyone knows everyone.”

“We want employers to treat physical and mental health problems as equally valid reasons for time off sick,” says Emma Mamo, head of workplace wellbeing at the mental health charity Mind. “Staff who need to take time off work because of stress and depression should be treated the same as those who take days off for physical health problems, such as back or neck pain.”

She says that categorising a day off as a “mental health sick day” is unhelpful, because it could “undermine the severity and impact a mental health problem can have on someone’s day-to-day activities, and creates an artificial separation between mental and physical health.”

Instead, employers should take advice from charities like Mind on how to make the mental health of their employees an organisational priority. They can offer workplace initiatives like Employee Assistance Programmes (which help staff with personal and work-related problems affecting their wellbeing), flexible working hours, and clear and supportive line management.

“I returned to work gradually, under the guidance of my head of department, doctors and HR,” one journalist from Hertfordshire, who had to take three months off for her second anorexia inpatient admission, tells me. “I was immensely lucky in that my line manager, head of department and HR department were extremely understanding and told me to take as much time as I needed.”

“They didnt make me feel embarrassed or ashamed – such feelings came from myself”

“They knew that mental health – along with my anorexia I had severe depression – was the real reason I was off work ... I felt that my workplace handled my case in an exemplary manner. It was organised and professional and I wasn’t made to feel embarrassed or ashamed from them – such feelings came from myself.”

But she still at times felt “flaky”, “pathetic” and “inefficient”, despite her organisation’s good attitude. Indeed, many I speak to say general attitudes have to change in order for people to feel comfortable about disclosing conditions to even the closest friends and family, let alone a boss.

“There are levels of pride,” says one man in his thirties who hid his addiction while at work. “You know you’re a mess, but society dictates you should be functioning.” He says this makes it hard to have “the mental courage” to broach this with your employer. “Especially in a small company – you don’t have a confidential person to turn to. Everyone knows everyone.”

“But you can’t expect companies to deal with it properly when it’s dealt with so poorly in society as it is,” he adds. “It’s massively stigmatised, so of course it’s going to be within companies as well. I think there has to be a lot more done generally to make it not seem like it’s such a big personal failing to become mentally ill. Companies need direction; it’s not an easy thing to deal with.”

Until we live in a society where it feels as natural taking a day off for feeling mentally unwell as it does for the flu, companies will have to step up. It is, after all, in their interest to have their staff performing well. When around one in four people in Britain experience mental ill health each year, it’s not a problem they can afford to ignore.

If your manager doesn’t create the space for you to be able to talk about wellbeing, it can be more difficult to start this dialogue. It depends on the relationship you have with your manager, but if you have a good relationship and trust them, then you could meet them one-to-one to discuss what’s going on.

Having someone from HR present will make the meeting more formal, and normally wouldn’t be necessary in the first instance. But if you didn’t get anywhere with the first meeting then it might be a sensible next step.

If you still feel as though you’re not getting the support you need, contact Acas or Mind's legal line on 0300 466 6463.

Anoosh Chakelian is senior writer at the New Statesman.

This article first appeared in the 01 April 2013 issue of the New Statesman, Easter Special Issue