Review
Culture
Film & TV
Politics
War & peace
6 min read

Watching Bonhoeffer from below

Does a new biopic capture a compelling and complex character?

David Emerton is Director of St Mellitus College, East Midlands.

Two men, dressed in the style of the 1940s look around shocked.
Jonas Dassler as Dietrich Bonhoeffer.
Angel Studios.

Dietrich Bonhoeffer did not live to see his 40th birthday. 

Sentenced to death in a sham trial at Flossenbürg concentration camp, he was stripped naked, led to the gallows, and executed on the direct orders of Adolf Hitler in April 1945, essentially for treason. Ever since, Bonhoeffer’s life and thought has been subject to projects in wish fulfilment. Bonhoeffer has been secularised, liberalised, radicalised, and popularised by people across the religious and political spectrum, and in ways that evidence only casual concern for historical fact and little (or no) comprehension of his literary estate. Most recently and remarkably—in fact, repulsively—Bonhoeffer’s name has even been used by the right-wing Heritage Foundation to denounce the so-called “open-borders activism” and “environmental extremism” of the American Left in its Project 2025 wish list for the presidency of President-elect Donald Trump. 

It was with mixed feelings, therefore, that I sat down in a movie theatre in downtown San Diego a few weeks ago to watch the new film Bonhoeffer: Pastor. Spy. Assassin. Released by the Christian production company, Angel Studios, and written and directed by Todd Komarnicki (producer of Elf and writer of Sully), the film (coming to UK cinemas in early 2025) is trailered thus: 

“As the world teeters on the brink of annihilation, Dietrich Bonhoeffer is swept into the epicenter of a deadly plot to assassinate Hitler. With his faith and fate at stake, Bonhoeffer must choose between upholding his moral convictions or risking it all to save millions of Jews from genocide. Will his shift from preaching peace to plotting murder alter the course of history or cost him everything?” 

The accompanying image has the pacifist-preaching Bonhoeffer holding a gun. 

Like any big-screen biopic, Bonhoeffer mixes fact and fiction with a healthy dollop of artistic and cinematic license. This license is of course necessary for the screenwriting art: time needs compressing; biography needs enlivening; peoples’ character needs demonstrating; ultimately, the film needs watching. 

There is no doubt that Bonhoeffer spent time at Union Theological Seminary in New York and that whilst there he bemoaned the state of American theology, actively participated in the Abyssinian Baptist Church in Harlem, and became close friends with an African-American student, Frank Fisher. 

But learning to play jazz piano at a Harlem nightclub? Being beaten by a racist hotel owner with the butt of a rifle? And becoming an ardent advocate for African-American civil rights? 

There is no doubt, too, that, as Hitler rose to power, Bonhoeffer spoke out against the dangers inherent in the Führer concept and that throughout the 1930s he steadfastly critiqued Nazism and national socialist ideology. 

But were his words ever these? 

“I can’t keep on pretending that praying and teaching is enough.” “Dirty hands ... It’s all that I have to offer.” Or, in response to being asked by his friend and student, Eberhard Bethge, if Hitler is the first evil leader since Scripture was written: “No. But he’s the first one I can stop.” 

No one is going to dispute, either, that Bonhoeffer led an underground seminary at Finkenwalde to train future pastors of the Confessing Church in Germany; or that he said, “When Christ calls a man, he bids him come and die.” (Even if, in German, he more literally said, “Every call of Christ leads into death”). 

But what is disputable is that (as the film suggests) Finkenwalde was a safe haven from which a plot to assassinate Hitler was launched, and that Bonhoeffer’s most memorable aphorism of Christian discipleship was intended to be spliced (as it is in the film) into footage of a conspirator preparing a suicide bomb. 

And Bonhoeffer certainly did join the German Military Intelligence and act as something akin to a double-double-agent. He certainly did pass information about the conspiracy to international church leaders on his travels outside of Germany. He certainly did know about both “Operation Seven” (a plan to smuggle a small group of Jews and Jewish Christians out of Germany to safety in Switzerland), and the planned plot to assassinate Hitler. 

But to suggest (as the film does) that Bonhoeffer was central to these plans and personally involved in them, or that he asked Bishop George Bell to lobby Winston Churchill to supply a bomb that the conspirators could use to kill Hitler, is nothing more than highly contentious, even conspiratorial, conjecture. 

In a panoply of embellished facts, the film’s final scenes are in equal measure harrowing, arresting, and deeply moving.

Bonhoeffer’s life and thought is obviously compelling. 

It is also complex. 

Bonhoeffer left behind an array of books, essays, sermons, unfinished manuscripts, working notes, and letters, all of which are notoriously difficult to interpret, especially in the round. Bonhoeffer rides roughshod over this difficulty and complexity, and thereby trivialises the legacy of a modern-day, martyred Christian saint. It also tells in part an untrue story—the story of a man destined, indeed determined, to disavow a life of prayer, teaching, and diplomacy to become a would-be assassin and engage in violent political espionage and activism at any cost. 

This is a (very) far cry from the man who, in 1930, urges American Christians to remember that they have brothers and sisters “in every people,” not just in their own, and that if the people of God were united then “no nationalism, no hate of races or classes can execute its designs and ... the world will have its peace.” 

It’s a far cry from the man who, in November 1940, writes that “radicalism,” and “Christian radicalism” in particular, “arises from a conscious or unconscious hatred ... toward the world, whether it is the hate of the godless or of the pious.” 

And it’s a far cry from the man who, at Christmas 1942, reflects on the “incomparable value” of having learned “to see the great events of world history from below, from the perspective of the outcasts, the suspects, the maltreated, the powerless, the oppressed and reviled, in short from the perspective of the suffering.” 

Bonhoeffer therefore risks exposing Bonhoeffer’s legacy, as a theologian, pastor, and man of resistance, to yet further abuse. At a time when political and religious discourse is increasingly laced with xenophobic, authoritarian, and nationalistic rhetoric, and at worst Christian nationalistic rhetoric, this is not what is needed. It is not surprising that Bonhoeffer scholars across the world and Bonhoeffer’s own descendants have registered concern. 

But is Bonhoeffer nevertheless worth the price of a ticket? 

Perhaps surprisingly, I think that it is: if only for its denouement. 

In a panoply of embellished facts, the film’s final scenes are in equal measure harrowing, arresting, and deeply moving. Shortly before his execution, Bonhoeffer leads his fellow prisoners in morning prayer, breaking bread and drinking wine with them in commemoration of the death of Jesus Christ. Bonhoeffer then walks to the gallows in peace, knowing that for him, as a disciple of Jesus Christ, his death is but the beginning of life. 

It is such steadfast hope, in the face of all the humiliating absurdity of human contradictions (to borrow some words from Fyodor Dostoevsky), that the church and our world today is perhaps most desperately in need of. 

 

Bonhoeffer opens in UK and Irish cinemas on 7 March.

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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.