The problem isn't 'girlfriend mode', it's making games easier then blaming it on women

Why are developers so afraid of challenging players?

When Gearbox, the developers of Borderlands 2, unveiled one of the games new features to a journalist from Eurogamer they might have been forgiven for not anticipating the reaction it got. Although since Gearbox are also the developers who cured the constipation preventing the movement of Duke Nukem Forever into the world maybe this lack of awareness isn’t surprising.

Their intentions seem laudable. They’ve put an optional character into their game designed so that somebody who lacks experience with gaming can join the game using this character and enjoy themselves. We can all point and rage on Twitter regarding the fact that an employee of Gearbox chose to describe this character as a "Girlfriend Mode", a sexist assumption that belittles female gamers, but beyond that is something of an even more insidious nature. Here we are seeing the casual assumption that to give a game mass appeal, particularly to a female audience, it must be made easier.

The evidence of this assumption in the minds of developers is manifested right across mainstream gaming. While a certain level of dumbing down, or streamlining as it called when it actually works, is forgivable in games that are genuinely inaccessible it is less forgivable in games that have been defanged by their makers to offer no challenge to players. From Call Of Duty: Black Ops, where even on a higher difficulty setting it is possible to complete the first mission without actually shooting anybody to the supposedly higher-brow LA Noire, where the game bends over backwards to make failure impossible, time after time we are seeing games that won’t let you fail.

Two things are damaging about the desire of developers to encourage inexperienced players by dropping the challenge level of games. The first is that this simply ruins games affected by it. The video game is a wonderful art form, the marriage of player and game when the two are well suited is a thing of beauty (even if to the outsider the perfect marriage of game and gamer looks a lot like somebody sitting in front of a colourful screen for an unhealthy length of time getting gradually smellier and hairier) but this unity is based upon challenge and the overcoming of that challenge. A game without challenge is just it is a tale, full of sound and fury, signifying nothing. That challenge can come in many forms and some are more oblique than others but still the game should offer some level of opposition to the player.

The second is that by associating declining levels of challenge in games with accessibility and in particular with female gamers we risk creating a culture where female gamers and particularly developers are blamed for some of the worst trends in game design. This association is what motivated much of the hatred directed towards Jennifer Hepler at Bioware. The venom in the attacks on her constituted such an overreaction that it would be comic were it not so vicious. What Hepler suggested, that a player could skip the action to get to the cut-scenes, is of course sacrilege to a gamer and an insult to anybody who actually considers game play to be the defining part of the process of playing a game. But it didn’t warrant the torrential hatred that flowed forth.

The idea of actually skipping the game itself to get to the story is probably the last thing an employee of Bioware ought to be suggesting given that the Mass Effect trilogy’s final chapter has a story that stinks so hard it can strip the bark off a dog. However while Bioware has come in for a lot of criticism over the years for a lot of reasons it was telling how the tone and nature of so much of that criticism changed when the subject of it was a female employee.

So when Gearbox employ the term "girlfriend mode" for a character in a first person shooter who is designed to be playable by people who can’t shoot, that’s problematic. That’s them telling the people who play their game that they added a skill-free character option because of women. A game without challenge is a bad game and so the logical conclusion is that games are being made worse to accommodate women.

Women make up half of the population of gamers and while many favour puzzle games and world building games, usually derisively written off as casual, it is clear that these games are not free of challenge. There has not been some grand delegation of women demanding slower moving enemies and more ammunition for the BFG-9000. Developers didn’t stick training wheels on games to tempt the current generation of gamers, of either sex, and they shouldn’t now if they want to win over the next.

 

This piece wants to appeal to women, so we had to put a picture of some kittens on it. Photograph: Getty Images

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

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