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In defence of Jane Austen’s unlikeable heroine

Fanny Price: passive and prudish or brave and resilient?

Beatrice writes on literature, religion, the arts, and the family. Her published work can be found here

A 18th century woman sits at a desk, beside a candle and stares out the window.
Frances O'Conner as Fanny in Mansfield Park, 1999.
BBC Films.

It is a truth universally acknowledged that nobody has ever liked Fanny Price. Or is it? Many in Austen’s own family liked the heroine of Mansfield Park. Her sister Cassandra was ‘fond’ of Fanny; her brother Francis called her ‘delightful’. Early critics of Austen’s works, like archbishop Richard Whately, also praised both the novel and its protagonist. 

Where does our current dislike towards Fanny Price come from, then? The major literary critics of the last century certainly didn’t help. Lionel Trilling paved the way, announcing confidently in the 1960s that ‘Nobody, I believe, has ever found it possible to like the heroine of Mansfield Park’; Kingsley Amis even called Fanny a ‘monster of complacency and pride’. Two decades later, Tony Tanner agreed: ‘Even sympathetic readers have often found [Fanny] something of a prig…nobody falls in love with [her]’. The list goes on.  

But we can’t blame academia alone. Sometime in the twentieth century, we simply stopped liking Fanny. Most Austen readers I know rank her as the worst of her heroines. We don’t like her moralising, her priggishness, and her insistence that she must follow her conscience along with the religious precepts which she holds so dear. To make her appealing to contemporary viewers, both major recent adaptations of the novel (Patricia Rozema’s 1999 film adaptation and Iain B. MacDonald’s 2007 TV adaptation) completely butchered her, turning a quiet, timid character into an outspoken Elizabeth Bennet type. The problem is not that we think Fanny is evil, it’s that we find her boring. 

Enter Whit Stillman’s brilliant 1990 film Metropolitan, itself a loose adaptation of Austen’s novel. Tom Townsend, one of the film’s young protagonists, recommends the very essay by Lionel Trilling that I’ve cited above to Audrey Rouget, the main character and moral compass of the film.  When they later discuss the essay, Audrey is puzzled by Trilling’s dislike of Fanny: 

I think [Trilling] is very strange. He says that nobody could like the heroine of Mansfield Park? I like her. Then he goes on and on about how we modern people today with our modern attitudes bitterly resent Mansfield Park because…its heroine is virtuous? What’s wrong with a novel having a virtuous heroine? 

Trilling is at least partly right. Fanny, with her religious principles, offends our modern sensibilities. Our reading culture is one deeply embarrassed by goodness, and Fanny’s piety makes us deeply uncomfortable. But Audrey is right, too. There shouldn’t be anything wrong with ‘a novel having a virtuous heroine’. What if the fault is not with Fanny Price, but with us, the readers? What if we’ve simply lost our taste for goodness? 

Fanny is often compared unfavourably to Pride and Prejudice’s Elizabeth Bennet. Mary Crawford, the argument goes, is the Elizabeth Bennet character in Mansfield Park: blunt, stubborn, self-assured. Fanny, on the other hand, is a kind of Charlotte Lucas, quiet, introspective, and concerned with social mores. But following her conscience doesn’t squash Fanny’s individuality, and neither does it make her ‘conventional’. This is only true on a surface level.  

Presentism, the insistence to project current sensibilities onto the past, is the poison of good literature. 

In fact, these four characters (Elizabeth, Charlotte, Mary, and Fanny) represent examples of real versus false virtues – what philosopher Alasdair Macintyre would call ‘simulacra’ of virtue. While both Elizabeth Bennet and Mary Crawford are opinionated, only Elizabeth is truly brave. Mary, though she acts like she doesn’t care about social norms, is all too eager to marry Fanny off to her brother Henry – after he has committed adultery with a married woman – for the sake of keeping appearances. Similarly, although both Charlotte Lucas and Fanny Price are reserved, Fanny’s reserve comes from humility, Charlotte’s from the kind of timidity that is a failure of courage.  

I think that’s precisely the challenge that Austen sets for us in Mansfield Park: to discern true from simulated virtue, even when true virtue might be less immediately attractive, less noticeable. When we look below the surface, Fanny emerges not as a passive, prudish character, but rather as brave and resilient. She may not be witty, but she is not a pushover. She rejects Henry Crawford’s proposal of marriage even as her uncle Sir Thomas pressures her to accept, on the grounds that he’s not good enough for her.  

By going against the will of her uncle Sir Thomas, Fanny finds herself banished from Mansfield Park, the only place she knows as her home. She’s sent off to visit her parents in Portsmouth, not knowing when she’ll be allowed back. What’s more, she is rejecting the prospect of financial security through marriage with a rich man for the sake of her principles. She neither respects nor loves Crawford enough for the commitment of marriage: ‘I—I cannot like him, sir, well enough to marry him’, she confesses to her uncle despite her own shyness. In her confidence about a decision that will affect her future happiness, she can be as headstrong as Elizabeth Bennet is when she turns down Mr. Collins.  

Once we acknowledge how brave and resilient Fanny can truly be, we can begin to cherish her other qualities, too. Still, someone might ask, why do we need to force ourselves to appreciate characters like Fanny in the first place? Why can’t we just leave people to have their own taste in literature? To that I answer: if we have come to dislike a character for being virtuous, as Trilling claims, isn’t that in itself pretty compelling evidence that something has gone amiss in our literary taste? Don’t we need to rediscover our lost enjoyment of goodness, if we want our culture to be a flourishing one? 

Fortunately, the line connecting Austen to our culture today has not been entirely cut off. ‘Somewhere between us and [Jane Austen], the chasm runs’, wrote C. S. Lewis around the same time that Trilling pronounced Fanny Price to be unlikeable. Perhaps they were both wrong. If literary critics won’t value characters like Fanny, then it’s the common reader’s job to do so. Metropolitan’s Audrey is the fictionalised appreciator of Fanny Price par excellence, a custodian of good taste. But I remain hopeful that there are Audreys in real life, too: readers who are perceptive enough to appreciate Fanny; readers who, instead of judging a character written 200 years ago for not being ‘modern’ enough, choose to let past literature challenge their current assumptions. Presentism, the insistence to project current sensibilities onto the past, is the poison of good literature. Fanny Price, with all of her goodness, is the perfect cure. 

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6 min read

What is Putin thinking? And how would you know?

The self-centeredness of modern culture is antithetical to strategic thinking.

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Preisdent Putin stands behind a lectern with a gold door and Russian flag behind him.
What is Putin thinking?

In a world of Google Maps when walking on city streets, or of Waze when driving, it is difficult to ever become lost.  

The AI algorithm provides us with the shortest route to our destination, adjusting whenever we make the wrong turn. We do not need to think for ourselves, technology instead showing the way forward.  

But there are times where it is possible to get lost. This happens less in a city with its clearly set-out streets, and more so when taking the wrong turn in open expanses: hiking in the mountains, traversing farmers’ fields or while navigating at sea. In each of these situations, a miscalculation may lead to peril.  

It is in these situations that we must carefully think through our steps, determining how to proceed, or whether to turn back. Often, these situations are ambiguous, the right way forward unclear.  

Much of life – perhaps more than we wish to acknowledge – is like this, more akin to a walk across an open field with multiple possible routes forward, than a technology-enabled walk through a city.  

When making important decisions, our grasp of a given situation, of others’ intentions and motives, and the networks facilitating and constraining action, are less evident than we may initially think.  

This acknowledgement of uncertainty is no reason for delay, but rather a basis for careful deliberation in determining what to do, and how to proceed. It is necessary if we are to pursue what we believe is right, in a manner that may produce positive results.   

In a recent interview with the BBC Newscast podcast, University of Durham Chancellor Dr Fiona Hill – who previously served as White House National Security Council Senior Director for European and Russian Affairs, and currently as Co-Lead of the UK’s Strategic Defence Review – provides listeners with a powerful reminder on how to proceed within ambiguous situations, especially in navigating the choppy seas, or rocky terrains, of human relationships.  

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. 

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Dr Hill uses the term “strategic empathy” to consider how the political West might proceed in its relationship with Russia, and specifically with Vladimir Putin.  

Strategic empathy is a serious commitment to understanding how another person thinks, considering their worldview, their key sources of information (in other words, their main three or four advisors, who have a person’s ear), and other emotional considerations that underpin decision-making.  

It is much more than just putting oneself in other’s shoes, as is often said about empathy. The approach is one of realism, suspending judgment based on self-protective or self-aggrandising illusions, in favour of what is actually the case.  

In the case of Putin, Dr Hill helpfully reminds listeners that his worldview is drastically different than that of Westerners, and that significant intellectual effort (and specifically, intellectual humility in setting aside one’s own default frames of reference) is necessary to consider decisions from Putin’s perspective, and so make the right decisions from ours.  

Technology is here an assistant but not a cure-all. Whereas AI might – based on a gathering of all possible publicly available information written by and about a particular person – help to predict a person’s next move, this prediction is imperfect at best.  

There are underlying factors – perhaps a deeply engrained sense of historical grievance and resentment in the case of Putin – that shapes another’s action and that can scarcely be picked up through initial conversation. These factors may not make sense from our perspectives, or be logical, but they exist and must be treated seriously.  

This empathy is strategic, because effective strategy is the “How?” of any mission. Whereas a person’s or organisation’s mission, vocation or purpose (all words that can be used relatively interchangeably) is the “Why?” of a pursuit, strategy is the “How?” which itself consists of the questions “Who?” “What?” “When?” and “Where?”  

To understand how to act strategically requires a prior effective assessment of reality. This requires going beyond what others say, our initial perception of a situation, any haughty beliefs that we simply know what is happening, or even the assessments of supposedly well-connected and expert contacts.  

Dr Hill’s strategic empathy is an appeal to listeners to ask questions – digging as much as possible – to arrive at an assessment that approximates reality to the greatest degree possible.  This exercise might be aided by AI, but it is at its heart a human endeavour. 

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. The persistent asking of questions is difficult – requiring mental, emotional and intellectual endurance. 

There is considerable wisdom in Dr Hill’s reflections on strategic empathy, which extend well beyond the fields of intelligence, geopolitics or defence. The idea of strategic empathy helps show us that in much of modern culture – which glorifies the self, individuals putting their wants, needs and desires before those of others – developing strategy is very difficult.  

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is.

Why is this the case? When popular culture favours phrases such as “You do you,” the you becomes a barrier to asking questions, with some aloofness to the situation, necessary for understanding how another thinks. People are encouraged to focus on themselves at the expense of others, and so fail to understand others’ worldviews and ways of operating. 

Simply put, the self-centeredness of modern culture is antithetical to strategy. It impedes deliberation, which involves patience in the gradual formation of purpose for action. It wages war against the considered politics or statesmanship that many want to see return. In place of this is crisis or catastrophe, in which self-focus leads to clashes with others that could otherwise be avoided or worked through carefully.   

The Biblical story of the serpent in the garden is another vantage point for the idea of strategic empathy. Soon after Adam and Eve eat the apple in the garden and become “like gods, knowing good and evil,” God searches for them and asks “Where are you?” 

It is right after individuals try to become the judges of good and evil – “like gods,” that Adam and Eve find themselves lost: God’s “Where are you?”  

Put differently, when a person is convinced they are right, but without asking questions, they make mistakes, they likely suffer unnecessarily because of this, and then become anchorless – the “Where are you?”  

This applies to countries as much as it does to people: the more they moralize, seeking to become the judges of good and evil in a complex geopolitical landscape, the more they drift from their sense of purpose.  

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is. A belief in evident rightness often leads to error, whereas the ability to suspend such judgment helps reveal – often gradually – the right path forward.   

The strategic empathy approach requires both assertiveness – in asking good questions and maintaining persistence in doing so – and self-restraint in the face of believing that the right answer is clear.  

The glue between assertiveness on the one hand and restraint on the other is faith, which helps a person to move forward in a trusting manner, but without exerting oneself so much so that they become the centre of the situation.  

So, while Google Maps, Waze or other technologies might be at our disposal in our travels, both real and metaphorical, these technologies only get us so far.  

The right way forward is seldom initially clear when navigating ambiguous situations, the frequency and stakes of which increase as we embark boldly – with faith – on the adventure of life.  

Dr Hill’s strategic empathy – asking questions, listening carefully, suspending a self of sense, seriously considering diverging worldviews, and adjusting as necessary – helps us to achieve the understanding and direction we need.  

Indeed, this approach is fundamental to a more effective and resilient political West. It is necessary for sounder deliberation, better strategy and statesmanship, in an increasingly ambiguous world.