Column
Comment
Football
Identity
Sport
5 min read

Football’s rainbow row shows up symbolism’s flaws

The vagueness that gives symbols power reduces the chance for nuanced conversation.
A football boot with rainbow laces
Premier League.

In 2013, the LGBTQ+ charity Stonewall partnered with the Premier League to launch the Rainbow Laces campaign. For certain matches, Premier League footballers are encouraged to wear rainbow colour laces and armbands when captain. 

The stated aim of the campaign is to ensure “everyone feels welcome” at football matches. All the league’s clubs have committed to the campaign, although the wearing of laces and armbands is optional for players.  

Recently, Ipswich Town’s captain Sam Morsy decided to wear a standard captain’s armband, rather than the rainbow-coloured version. The club later released a statement saying he made this decision due to his religious beliefs, which the club respected. Morsy again declined to wear the rainbow-coloured armband for Ipswich’s match against Crystal Palace a few days later. 

Speaking of Crystal Palace, their captain – Marc Guehi – did wear the armband, but wrote “I [heart] Jesus” on it. While the FA did not punish Guehi or Palace, they did write to them to remind them that religious messaging of any kind was not permitted on kits. Subsequently, during Tuesday’s match against Ipswich, Guehi changed the message to “Jesus [heart] you.” 

It says something about society’s view of Christianity that people saw Guehi’s “I [heart] Jesus” message and took it as an anti-LGBTQ+ message. The Church is doing something wrong if people can so easily equate loving Jesus with hating LGBTQ+ people.  

Of course, it is undeniable that many people have been – and continue to be – discriminated against and persecuted because of their sexual orientation or gender identity in acts of violence and abuse underwritten by religious beliefs. 

However, being ‘religious’ is not a straightforward predictor of someone’s views of sexual orientation. Many people who self-identity as Christian, Muslim, Jewish, or as members of any number of other faiths, would describe themselves as inclusive and affirming of people of all sexual orientations and gender identities. 

So, why are we talking about what colour armband grown men are wearing – or not wearing – when playing football?  

The issue emerges because of the use of these armbands as symbols. Symbols are inherently empty of content; they only mean something when individuals or groups assign meanings to those symbols.  

This is how the meaning ascribed to symbols changes over time, as they are used in different ways and received by different social groups. For centuries, the swastika was a wholly positive religious symbol in a variety of traditions across Hinduism, Buddhism, and Jainism, often carrying connotations of prosperity and good fortune. 

You would be hard pressed to find someone who ascribes this meaning to the swastika from the 1930s onwards.  

Symbols are powerful, but they are so precisely because they are devoid of intrinsic meaning. Humans are unsurpassed in their ability to fall out with one another. By centring campaigns and movements around symbols, people who would ordinarily be at each other’s throats are more easily able to stand alongside one another, ‘filling’ the symbol with whatever meaning sits most comfortably with them.  They are meaningless banners under which odd bedfellows might bury the hatchet in service of greater aims.  

But symbols can be a double-edged sword. Their lack of concrete meaning also allows different people to find competing meanings in the same symbol. Part of the reason for the dispute over the wearing of rainbow armbands, then, is due to different groups ascribing different meanings to the same symbol.  

For some footballers, being encouraged to wear rainbow armbands might be received as being encouraged to wear a symbol encoded with meanings that undermine their entire system of religious belief.  

And, for these people, religious belief is not an optional extra; it is their most fundamental identity and it is the framework within their entire existence and experience is rationalised and given meaning. To undermine a framework like this is no trivial matter.  

But for people who identity as LGBTQ+, seeing their team’s captain wearing a rainbow armband might ‘mean’ something as simple as: “If you identify as LGBTQ+, you are welcome here at this football match, and we want you to feel safe here.”  

It’s not hard to see how a refusal to wear an armband might be received as a slap in the face for people who ascribe that meaning to the armband; it’s tantamount to a refusal to acknowledge their existence. While it unfortunately does need repeating, the mere existence of LGBTQ+ people is not a threat to religious belief.  

The malleability of the symbol means that both individuals – and by extension, the groups to which they belong – are left feeling as though there is no space for them in football. Or, at the very least, that they have to compromise on being who they are if they are to be afforded a place within the football community.  

The desire for beige corporate gestures designed to be cheap, easy and unoffensive wins often reduces the scope for conversation and dialogue. 

And this is the problem with trying to navigate complex issues such as societal inequality through tokenistic gestures and symbols: the same power that enables symbols to unite people can also divide people. The same vagueness that makes symbols so powerful also minimises the possibility for genuine and nuanced conversation. 

This is not to say we should do away with such gestures altogether. The comedian Matt Lucas took to X to recount something of his experiences as an Arsenal fan. Twice this season – just this season – Lucas has been abused at football matches because of his sexuality. 

I’ve never been abused at a football match because of my sexuality, gender, race, ethnicity, or, for that matter, my religious beliefs. I don’t think it’s up to me to decide what does and does not make LGBTQ+ supporters feel welcome and safe at the match. If symbols such as rainbow armbands make these supporters feel safer at football matches – and again, it’s not up to me to decide if they do or they don’t – then I can only imagine that is an unqualified positive.  

That being said, if football is going to have meaningful and fruitful conversations about questions of faith, religion, and sexuality, then I think it’s clear that tokenistic use of symbols is simply not equipped for that. Like so much contemporary public discourse, the desire for beige corporate gestures designed to be cheap, easy and unoffensive wins often reduces the scope for conversation and dialogue.  

Symbols lie at the heart of human experience. The fallout from the actions of Sam Morsy and Marc Guehi demonstrates the significance of symbols to human life, but also of the importance of understanding the meaning of our cultural symbols, both as we understand them, and as they are understood by others.  

Too often we focus on what symbols mean to us, at the expense of what they might mean to others. When we assume that symbols carry a shared, fixed meaning for all, we deny ourselves the opportunity to listen and learn from the ways in which we experience our shared cultural symbols.  

And if there is one thing we really could do with more of, it is listening. 

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Article
Comment
Justice
Leading
Politics
5 min read

The consequences of truth-telling are so severe our leaders can’t admit their mistakes

When accountability means annihilation, denial is the only way to survive
A woman talks in an interivew.
Baroness Casey.
BBC.

Why do our leaders struggle so profoundly with admitting error? 

Media and inquiries regularly report on such failures in the NHS, the Home Office, the Department of Work and Pensions, HMRC, the Metropolitan Police, the Ministry of Defence, and so many more public institutions. Often accompanied by harrowing personal stories of the harm done. 

In a recent white paper (From harm to healing: rebuilding trust in Britain’s publicly funded institutions), I defined “harm” as a holistic concept occurring where physical injury or mental distress is committed and sustained and explained that harm is generally something that is caused, possibly resulting in injury or loss of life.  

When we look at harm from an institutional perspective, structural power dynamics inevitably oppress certain groups, limit individual freedoms, and negatively affect the safety and security of individuals. But when we look at it through the lens of the individuals who run those institutions, we see people who often believe that they are acting in good faith, believe that their decisions won’t have a significant impact, who don’t have time to think about the decisions they are making, or worse still, prefer to protect what is in their best interest.  

Even well-intentioned leaders can become complicit in cycles of harm - not just through malice, but through their lack of self-awareness and unwillingness to put themselves in the shoes of the person on the receiving end of their decisions.  

Martin Luther King Jr supposedly said, “the ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In contemporary politics, leaders are neither selected nor (largely) do they remain, because of their humility. Humility is synonymous with weakness and showing weakness must be avoided at all cost. Responsibility is perceived as something that lies outside of us, rather than something we can take ownership of from within.  

So, why do leaders struggle so profoundly with admitting error? 

The issue is cultural and three-fold. 

First, we don’t quantify or systematically address human error, allowing small mistakes to escalate. 

We then enable those responsible to evade accountability through institutional protection and legal barriers. 

Finally, we actively discourage truth-telling by punishing whistle-blowers rather than rewarding transparency. Taken together, these create the very conditions that transform errors into institutional harm.  

Nowhere is this plainer than in Baroness Casey’s recent report on Group-based Child Sexual Exploitation and Abuse that caused the Government to announce a grooming gangs inquiry. In this case, the initial harm was compounded by denial and obfuscation, resulting not just in an institutional failure to protect children, but system-wide failures that have enabled the so-called “bad actors” to remain in situ. 

Recently, this trend was bucked at Countess of Chester Hospital where the police arrested three hospital managers involved in the Lucy Letby investigation. Previously, senior leadership had been protected, thus allowing them to evade accountability. Humble leadership would look like acting when concerns are raised before they become scandals. However, in this case, leadership did act; they chose to bury the truth rather than believe the whistle-blowers.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. 

The answer to our conundrum is obvious. In Britain, accountability is conflated with annihilation. Clinging onto power is the only option because admitting error has become synonymous with career suicide, legal liability, and is tantamount to being hanged in the gallows of social media. We have managed to create systems of governing where the consequences of truth-telling are so severe that denial is the only survival mechanism left. We have successfully weaponised accountability rather than understanding it as the foundation of trust. 

If Rotherham Metropolitan Borough Council had admitted even half of the failures Alexis Jay OBE identified in her 2013 report and that Baroness Casey identifies in her 2025 audit, leaders would face not only compensation claims but media storms, regulatory sanctions, and individual prosecutions. It’s so unthinkable to put someone through that that we shrink back with empathy as to why someone might not speak up. But this is not justice. Justice is what the families of Hillsborough have been seeking in the Public Authority (Accountability) Bill: legal duties of candour, criminal offences for those who deliberately mislead investigations or cover-up service failures, legal representation, and appropriate disclosure of documentation. 

Regardless of your political persuasion, it has to be right that when police misconduct occurs, officers should fear not only disciplinary action and criminal charges. When politicians admit mistakes, they should face calls for their resignation. Public vilification is par for the course. Being ejected from office is the bare minimum required to take accountability for their actions.  

The white paper shows that the cover-up always causes more damage than the original error. Institutional denial - whether relating to the Post Office sub-postmasters, the infected blood scandal victims, grooming gang victims, Grenfell Towers victims, Windrush claimants, or Hillsborough families - compounds the original harm exponentially.  

In a society beset with blame, shame, and by fame, it is extraordinary that this struggle to admit error is so pervasive. Survivors can and will forgive human fallibility. What they will not forgive is the arrogance of institutions that refuse to acknowledge when they have caused harm.  

The white paper refers to a four-fold restorative framework that starts with acknowledgment, not punishment. The courage to say “we were wrong” is merely the first step. Next is apology and accountability followed by amends. It recognises that healing - not just legal resolution - must be at the heart of justice, treating both those harmed and those who caused it as whole human beings deserving of dignity.  

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. I was recently struck by Baroness Onora O’Neill who insisted that we must demand trustworthiness in our leaders. We cannot have trustworthiness without truth-telling, and we cannot have that without valuing the act of repairing harm over reputation management. True authority comes from service, through vulnerability rather than invulnerability; strength comes through the acknowledgement of weakness not the projection of power.  

We must recognise that those entrusted with power have a moral obligation to those they serve. That obligation transcends institutional self-interest. Thus, we must stop asking why leaders struggle to admit error and instead ask why we have made truth-telling so dangerous that lies seem safer.