Article
Comment
Purpose
Sport
5 min read

So we won the Ryder Cup. At what cost?

When beer flies and etiquette dies, maybe we’ve mistaken sport for something else

Graham is the Director of the Centre for Cultural Witness and a former Bishop of Kensington.

A video still shows a beer can thrown at a golf amid a crows
The beer flies towards Rory McIlroy.

Phew. The Ryder Cup was an epic. After a couple of days of European dominance, fans on this side of the pond looked forward to the Sunday one-on-one single matches as a formality, only needing a few more points to wrap up the Cup, only for the American team to suddenly discover they could play a bit after all. It turns out Europeans play better together (the matches on Friday and Saturday all involved teams of two playing against each other) but the Americans excel when they're on their own. The latter nearly pulled off a famous comeback but finally fell short as the gritty Europeans stumbled across the line, Shane Lowry holding his nerve to sink an eight-footer on the 18th, and Tyrell Hatton sealing the win with a nerveless par on the last.

Much of the talk afterwards however was not about the match but the behaviour of the American fans. The European golfers, especially their talisman Rory McIlroy, were subject to some pretty vile abuse throughout the three days. His wife was drenched by a beer thrown in her direction, insults were shouted as he prepared to play a shot (you just don’t do that in golf) and some idiots seemed more keen to abuse their opponents than support their own players. It seemed strange that Keegan Bradley, the American Captain made no effort to call out his own errant supporters. Yet it was perhaps not surprising in a country where public models of leadership hardly encourage moderation and restraint.

Of course, we are used to this kind of thing in football stadiums in the UK, but golf has somehow always felt different. Football is a fast-paced, hectic game with players running full tilt for just 90 minutes and so it’s understandable that emotions get high and passions flare. Golf is more measured. It takes time, has always laid a great stress on etiquette, following the rules and respecting your opponent. Yet none of that seemed to matter in the bearpit of Bethpage.

To be fair, European fans get pretty partisan when the Americans come here - yet they do seem to stop short of personal vitriol. It seems every time the Ryder Cup is played, the rivalry just gets a notch higher. You just have to hope they rein it in in Adare in Ireland in two years’ time. As the match reached its climax, players (on both sides) leapt about like wild things, thumping their chests like cavemen on winning a point. The crowd hollered their lungs out, or continued hurling insults at the opposition.

I found myself wondering why all this seemed to matter so much? Why were grown (mostly) men reduced to appalling behaviour or breaking down in tears over hitting a small white ball around a field?

Maybe I’m just getting old and nostalgic, but Ryder Cups in the early days were different, with those grainy black and white photos of players in baggy plus-fours and tartan socks. It was the same with Wimbledon before the Open era, Wembley Cup finals back in the day, cricket matches with baggy flannels and thin bats. At the end of titanic struggles there would be a gentle skip towards the opposition, a polite shaking of hands, a wave to the cheering crowds and the presentation of the cup, which was held aloft briefly, before everyone went home. Yes, of course, people got steamed up about sport back then. There were street parties and public joy when England won the World Cup ni 1966, but then there is the famous story of Geoff Hurst after scoring a hat-trick in the 1966 World Cup Final going home and mowing his lawn the day after. Hard to imagine that today.

Nowadays, the presentation ceremony goes on forever, with microphones thrust into players’ faces with the most boringly predictable question: “how do you feel having won (or lost)?” asked every single time. Emotion pours out everywhere. Superlatives are expected and duly uttered.

My mind went back to something the theologian James K. A. Smith said to me in a conversation some time ago. “When there is no longer any Ultimate”, he said, “the Penultimate seems to matter so much more.” His point was that in the absence of a general social belief in God, or a divine order above us, with no sense of any social or divine sanction for, frankly, atrocious behaviour, then things like politics or sport become more and more charged with meaning.

When there is nothing higher than politics, electoral victory becomes all-important. And anything goes in silencing the opposition. When the most significant thing in life is a sporting achievement - even vicariously as a fan - then winning is everything. When there was a more pervasive sense of belief in God, or an afterlife, where the death of friends or neighbours was a more common occurrence throughout life, or even the task of putting food on the table was a daily struggle, such things mattered more. Activities such sport, which were once seen as mildly significant, a pleasant diversion from more onerous tasks, found their true place as something important, but not that important.

Blaise Pascal once wrote: “People are bored stiff with their normal lives and so they need perils and excitement.” He thought that we crave distraction to stop us looking into the abyss, or up into the heavens, to contemplate the ultimate meaning of our lives, the reason why we are here in the first place, and our final destiny. It is classic displacement activity. It is why we pay entertainers more than doctors, vicars or philosophers - because we need the distraction.

The Penultimate begins to matter too much when we no longer have an Ultimate to relate to. Sinking a clutch putt to win a game is satisfying. Yet it is not the reason why we exist. Sport is a great diversion. But it is just that, and realising that might make us behave a bit better towards our opponents and help us to focus on the things that really matter – the questions of meaning and purpose that humans have always asked since the dawn of our race.

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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.