Article
Culture
Masculinity
5 min read

Russell Brand and the bystanders: how to say enough is enough

When calling out misogyny, low standards are expected of men. Tiffany Bluhm assesses the ‘Say Maaate’ campaign and explores bystander intervention. Part of the Problem with Men series.

Tiffany Bluhm is a speaker and the author of Prey Tell: Why We Silence Women Who Tell the Truth and How Everyone Can Speak Up. She speaks and writes at the intersection of justice and faith for conferences, churches, and companies.

Three young men sit on a couch. One is leering at a phone while the others look on hesitantly
The 'Say Maaate' interactive video encourages users to pick a moment to act.
Mayor of London.

 In the wake of headlines filling our news feed reporting a story, yet again, of a pop culture icon taking advantage of women, be it Russell Brand or “That 70’s Show” star, Danny Masterson, we’re quick to say “enough is enough,” but perhaps the question to ask is “how do we stop it?” What standards are we expecting of men as individuals and as a collective whole? How will they self-edit their interactions with women? What do we expect of men in the workplace, at the gym, at church, or in the public square? We know what we don’t want them to do, leverage their power, privilege, or platform at a woman’s expense, but that’s an undeniably low bar. What could they do to stop each other before their actions get out of hand? 

Before heinous stories of sexual violence are aired on the BBC or CNN, we’re holding the communal line of what we’ll accept from men. 

After learning of the ‘Say Maaate’ campaign—a public information campaign inviting male mates to call each other out when they witness misogynistic tendencies toward women without jeopardizing the friendship thus jeopardizing the influence on each other—I recognized its brilliance lies in its interception of misconduct before it gains momentum or is considered high stakes. Before heinous stories of sexual violence are aired on the BBC or CNN, we’re holding the communal line of what we’ll accept from men, be it sexist jokes or public harassment. This endeavor, which includes bystander intervention, where those within eyeshot or earshot will attempt to distract and intervene in a potentially hazardous situation when men assert unsolicited dominance or advances toward women, is so successful that it’s employed by the United States military and countless higher education universities and colleges in the States. It puts the onus not on the woman impacted during the encounter, but on those around her, to step up and intervene at the first sign of a power imbalance, ranging from a man standing too close, to a woman darting her eyes to avoid eye contact, to outright sexual and verbal harassment. 

Bystander intervention invites the bystander to disrupt the moment, and after the moment has passed, confront the antagonist with either the benefit of the doubt, “maaate,” if deserving, or a “Man, she didn’t like that, read the room.” Lastly, it beckons the bystander to check on the woman who was the recipient of unwanted harassment. Bystander intervention provides much-needed boundary reminders of what we will and won’t accept in a society where the moral arc of the universe desperately needs to bend toward justice. This practice refuses to normalize women’s subjugation or sexualization, it offers a lifeline where there hasn’t been one before, with women left to their own defences against men with no intention of respecting them.  

I feared the ramifications of speaking up against a man with more clout than I. 

Interestingly, men with power—financial, organizational, political, celebrity—perceive themselves to be more attractive, assume women want them, and sexualize interactions with women. In a world where women are often playing by men’s rules, this makes for disastrous outcomes. Far too many women fear they’ll lose access to their place of perceived or actualized power if they speak up for themselves, or other women, who’ve been maligned, even slightly, by men with power and poor intentions. In my own experience, I feared the ramifications of speaking up against a man with more clout than I. How would this affect my social and professional standing in my community? Would others perceive that I have an axe to grind when that wasn’t the case? Would they frame me as prudish? Would they assume I asked for it? Would they assume I’m trying to unnecessarily take down a “good guy.” Instead of speaking up when the stakes were small, after an off-handed comment, sexist joke, or a lingering hug, I assumed this is just how it is, boys will be boys. If I want to get by in this world, I must put up with it. 

If only the men listening would have thrown him a “maaate.”  

Research shows that this pompous approach men exhibit toward women starts on the playground in primary school, gains steam in the locker room in secondary school, cements itself in university culture, (what Americans refer to as “frat culture”) and before we know it, twentysomething men are carrying this toxic idea of what it means to engage women into adult life, and further, it’s celebrated, as was the case of Brand’s public persona. Too often harassment and misogynistic tendencies of any sort equate to validation of masculinity. In this line of thinking, the subtext is that women exist to be dominated, harassed, or taken advantage of for the sheer pleasure of men. This is the genius of bystander intervention; it swiftly reckons with the subtext of a culture hellbent on letting men get away with whatever they want and whoever they want. 

He addresses her harassers, beckoning them to examine their own lives rather than fixate on hers. 

While the Christian church is no stranger to sexual trysts or infractions by men of the cloth, the ethos of Jesus regards women as worthy not of subjugation nor sexual harassment, but respect and dignified engagement. He modeled this respect and casts a vision for women to find solace and safety in men, never harm. 

A great example of bystander intervention in history starts with pious religious leaders attempting to trap the counter-cultural rabbi Jesus by throwing a woman at his feet, alleging she engaged in adultery, a crime, at the time, worthy of public stoning. A clear imbalance of power, with a woman’s life as collateral for trapping Jesus, the religious leaders wondered if he might keep allegiance to the law or break from it. They made the encounter about Jesus; Jesus centered the encounter on protecting the woman who’d been dragged to the public square. Jesus first intervenes by writing in the sand as his answer to the question posed by the leaders. Her physical safety is of utmost importance as evidenced by his actions. Then, he addresses her harassers, beckoning them to examine their own lives rather than fixate on hers. Finally, he checks in with the undoubtedly traumatized woman, a mere prop in an attempt to trap a man who modeled equality and respect between the sexes. 

If bystander intervention was effective 2,000 years ago to protect and uphold women’s dignity and safety, and has modern success in the military and on university campuses, maybe there’s room for the men in our community to prevent harm before it happens? Maybe we can right cultural wrongs? Maybe before learning of Brand’s misconduct, we’ll learn of a bystander who stepped in before a sexist slur was accepted in everyday conversation or intervened when a woman was uncomfortable. Since the issue is not weak femininity but toxic masculinity, maybe men can learn to say, “Enough is enough.” 

Article
Character
Culture
Leading
Virtues
6 min read

What is Putin thinking? And how would you know?

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

Emerson Csorba works in deep tech, following experience in geopolitics and energy.

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. 

Get updates

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.