Search Results for: religion

Confessions of a Lapsed Catholic Dancer

Getty, Stephen Arnold, Illustration by Homestead

Kate Branca | Longreads | May 2019 | 22 minutes (5,497 words)

 

You hear the drums before you see us, a circle of figures facing inward, our arms rigid, our feet pounding the stage in an even, rhythmic, side-stepping march. The circle bobs up and down with our forcefulness. Our costumes are geometric bodysuits, designed not to contour to our human bodies, but to transform them into something more angular, hardened, like a shell. They have V-neck fronts and stiff cap sleeves and straight pant legs that stop suddenly at the shin, transforming our bodies into great Xs of yellow, purple, and black. We wear strips of black tape on our cheeks, like war paint. Our costumes make us look like ancient Aztecs or alien warriors — beings of a past or future time.

When I am wearing that costume and bound to that ring, I am transported back nine years; suddenly I am a 19-year-old performing the choreography of Robert Battle with my college dance company — and also none of those things. It feels like I am nothing, or that we are collectively something else, emptied, but electric, maybe capable of boring a hole in space or time. During a performance, when I catch sight of something mundane among us, like a wisp of hair sprung from Brittany’s bun, or a nervous twitch in Erin’s fingers, my chest blooms with love for the moment: for the startling gift of feeling like I am many people, in many places, traversing many times all at once.

We twist and extend our arms into wide, heavenward Vs and beckon the stage lights with flicks of our hands. We tuck and splay and smack our thighs. Then the pace of the drumming quickens with a RAPAPAPAPAP! and one in our company enters the center of the circle where a spotlight appears. She spins wildly in one direction, then the other, her feet stamping the ground as fast as the mallets hitting the drums. Meanwhile, those of us around her shoot our arms into the air like crops hit by a sudden gust of wind. She rejoins the circle so that only the light remains inside the ring made up of our bodies, and now that it’s there, finally there, we are frenzied by it. Hopping, slamming, jumping, falling, flinging ourselves in patterns around its edges. With a final pound, the drums stop, leaving us standing around the light’s rim with our feet wide, arch to arch with one another, arms by our sides, chests heaving, but open to the sky, our necks craned toward whatever bulb or star gave us this brightness. We lower our chins as the stage fades to black.

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Total Depravity: The Origins of the Drug Epidemic in Appalachia Laid Bare

Getty / Black Inc. Books

Richard Cooke | Excerpt from Tired of Winning: A Chronicle of American Decline | Black Inc. Books | May 2019 | 21 minutes (5,527 words)

They shall take up serpents; and if they drink any deadly thing it shall not hurt them; they shall lay hands on the sick, and they shall recover.

Mark 16:18

One night John Stephen Toler dreamed that the Lord had placed him high on a cliff, overlooking a forest-filled valley. He had this vision while living in Man, West Virginia, where some of the townsfolk thought he was a hell-bound abomination; he countered that God works in different ways. The mountains were where he sought sanctuary, so he felt no fear; but as he watched, all the trees he could see were consumed by wildfire. It was incredible, he said, to see ‘how quick it was devoured’, and the meaning of the parable was clear. The forest was Man and the fire was drugs, and when the drugs came to Man, that was exactly how it happened – it was devoured ‘so fast, that you didn’t even see it coming’, he said. We were in Huntington, West Virginia, and by now John Stephen Toler was in recovery.

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High Expectations: LSD, T.C. Boyle’s Women, and Me

Illustration by Homestead

Christine Ro | Longreads | May 2019 | 16 minutes (4,208 words)

I’m sweaty, exhausted, and red-faced when I finally emerge from my final acid trip. My apartment is a mess of objects my friends and I have tried feeling, smelling, or otherwise experiencing: loose dry pasta, drinks of every kind, hairbrushes, blankets. My voice is hoarse from talking or shouting all night. I’ve had more emotional cycles in the past 12 hours than in the last several months combined.

What made me want to drop acid wasn’t a friend or a festival, but a book. Specifically, T.C. Boyle’s new novel Outside Looking In. The book has its problems, but one thing it gets right is the intensely social experience of LSD. Even taken alone, even as a tool for introspective reflection, it rejigs attitudes towards other people. This can be a gift, or it can be a weapon. And as a woman, I’m especially aware of the potential for the latter. Read more…

The Man Who’s Going to Save Your Neighborhood Grocery Store

Illustration by Vinnie Neuberg

Joe Fassler | The Counter & Longreads | April 2019 | 8,802 words (33 minutes)

This story is published in partnership with The Counter, with reporting supported by the 11th Hour Food and Farming Fellowship at the University of California, Berkeley.  


In 2014, Rich Niemann, president and CEO of the Midwestern grocery company Niemann Foods, made the most important phone call of his career. He dialed the Los Angeles office of Shook Kelley, an architectural design firm, and admitted he saw no future in the traditional grocery business. He was ready to put aside a century of family knowledge, throw away all his assumptions, completely rethink his brand and strategy — whatever it would take to carry Niemann Foods deep into the 21st century.

“I need a last great hope strategy,” he told Kevin Kelley, the firm’s cofounder and principal. “I need a white knight.”

Part square-jawed cattle rancher, part folksy CEO, Niemann is the last person you’d expect to ask for a fresh start. He’s spent his whole life in the business, transforming the grocery chain his grandfather founded in 1917 into a regional powerhouse with more than 100 supermarkets and convenience stores across four states. In 2014, he was elected chair of the National Grocery Association. It’s probably fair to say no one alive knows how to run a grocery store better than Rich Niemann. Yet Niemann was no longer sure the future had a place for stores like his.

He was right to be worried. The traditional American supermarket is dying. It’s not just Amazon’s purchase of Whole Foods, an acquisition that trade publication Supermarket News says marked “a new era” for the grocery business — or the fact that Amazon hopes to launch a second new grocery chain in 2019, according to a recent report from The Wall Street Journal, with a potential plan to scale quickly by buying up floundering supermarkets. Even in plush times, grocery is a classic red oceanindustry, highly undifferentiated and intensely competitive. (The term summons the image of a sea stained with the gore of countless skirmishes.) Now, the industrys stodgy old playbook — “buy one, get onesales, coupons in the weekly circular is hurtling toward obsolescence. And with new ways to sell food ascendant, legacy grocers like Rich Niemann are failing to bring back the customers they once took for granted. You no longer need grocery stores to buy groceries.

Niemann hired Kelley in the context of this imminent doom. The assignment: to conceive, design, and build the grocery store of the future. Niemann was ready to entertain any idea and invest heavily. And for Kelley, a man whos worked for decades honing his vision for what the grocery store should do and be, it was the opportunity of a lifetime carte blanche to build the working model hes long envisioned, one he believes can save the neighborhood supermarket from obscurity.

Kevin Kelley, illustration by Vinnie Neuberg

Rich Niemann, illustration by Vinnie Neuberg

The store that resulted is called Harvest Market, which opened in 2016. Its south of downtown Champaign, Illinois, out by the car dealerships and strip malls; 58,000 square feet of floor space mostly housed inside a huge, high-ceilinged glass barn. Its bulk calls to mind both the arch of a hayloft and the heavenward jut of a church. But you could also say its shaped like an ark, because its meant to survive an apocalypse.

Harvest Market is the anti-Amazon. Its designed to excel at what e-commerce can’t do: convene people over the mouth-watering appeal of prize ingredients and freshly prepared food. The proportion of groceries sold online is expected to swell over the next five or six years, but Harvest is a bet that behavioral psychology, spatial design, and narrative panache can get people excited about supermarkets again. Kelley isnt asking grocers to be more like Jeff Bezos or Sam Walton. Hes not asking them to be ruthless, race-to-the-bottom merchants. In fact, he thinks that grocery stores can be something far greater than we ever imagined a place where farmers and their urban customers can meet, a crucial link between the city and the country.

But first, if theyre going to survive, Kelley says, grocers need to start thinking like Alfred Hitchcock.

* * *

Kevin Kelley is an athletic-looking man in his mid-50s , with a piercing hazel gaze that radiates thoughtful intensity. In the morning, he often bikes two miles to Shook Kelley’s office in Hollywood — a rehabbed former film production studio on an unremarkable stretch of Melrose Avenue, nestled between Bogie’s Liquors and a driving school. Four nights a week, he visits a boxing gym to practice Muay Thai, a form of martial arts sometimes called “the art of eight limbs” for the way it combines fist, elbow, knee, and shin attacks. “Martial arts,” Kelley tells me, “are a framework for handling the unexpected.” That’s not so different from his main mission in life: He helps grocery stores develop frameworks for the unexpected, too.

You’ve never heard of him, but then it’s his job to be invisible. Kelley calls himself a supermarket ghostwriter: His contributions are felt more than seen, and the brands that hire him get all the credit. Countless Americans have interacted with his work in intimate ways, but will never know his name. Such is the thankless lot of the supermarket architect.

A film buff equally fascinated by advertising and the psychology of religion, Kelley has radical theories about how grocery stores should be built, theories that involve terms like emotional opportunity,” “brain activity,” “climax,and “mise-en-scène.But before he can talk to grocers about those concepts, he has to convince them of something far more elemental: that their businesses face near-certain annihilation and must change fundamentally to avoid going extinct.

It is the most daunting feeling when you go to a grocery store chain, and you meet with these starched-white-shirt executives,Kelley tells me. When we get a new job, we sit around this table we do it twenty, thirty times a year. Old men, generally. Don’t love food, progressive food. Just love their old food like Archie Bunkers, essentially. You meet these people and then you tour their stores. Then I’ve got to go convince Archie Bunker that there’s something called emotions, that there are these ideas about branding and feeling. It is a crazy assignment. I can’t get them to forget that they’re no longer in a situation where they’ve got plenty of customers. That its do-or-die time now.

Forget branding. Forget sales. Kelley’s main challenge is redirecting the attention of older male executives, scared of the future and yet stuck in their ways, to the things that really matter.

I make my living convincing male skeptics of the power of emotions,he says.

Human beings, it turns out, aren’t very good at avoiding large-scale disaster. As you read this, the climate is changing, thanks to the destructively planet-altering activities of our species. The past four years have been the hottest on record. If the trend continues — and virtually all experts agree it will — we’re likely to experience mass disruptions on a scale never before seen in human history. Drought will be epidemic. The ocean will acidify. Islands will be swallowed by the sea. People could be displaced by the millions, creating a new generation of climate refugees. And all because we didn’t move quickly enough when we still had time.

You know this already. But I bet you’re not doing much about it — not enough, at least, to help avert catastrophe. I’ll bet your approach looks a lot like mine: worry too much, accomplish too little. The sheer size of the problem is paralyzing. Vast, systemic challenges tend to short-circuit our primate brains. So we go on, as the grim future bears down.

Grocers, in their own workaday way, fall prey to the same inertia. They got used to an environment of relative stability. They don’t know how to prepare for an uncertain future. And they can’t force themselves to behave as if the good times are really going to go away — even if, deep down, they know it’s true.

I make my living convincing male skeptics of the power of emotions.

In the 1980s, you could still visit almost any community in the U.S. and find a thriving supermarket. Typically, it would be a dynasty family grocery store, one that had been in business for a few generations. Larger markets usually had two or three players, small chains that sorted themselves out along socioeconomic lines: fancy, middlebrow, thrifty. Competition was slack and demand — this is the beautiful thing about selling food — never waned. For decades, times were good in the grocery business. Roads and schools were named after local supermarket moguls, who often chaired their local chambers of commerce. “When you have that much demand, and not much competition, nothing gets tested. Kind of like a country with a military that really doesn’t know whether their bullets work,” Kelley says. “They’d never really been in a dogfight.”

It’s hard to believe now, but there was not a single Walmart on the West Coast until 1990. That decade saw the birth of the “hypermarket” and the beginning of the end for traditional grocery stores — Walmarts, Costcos, and Kmarts became the first aggressive competition supermarkets ever really faced, luring customers in with the promise of one-stop shopping on everything from Discmen to watermelon.

The other bright red flag: Americans started cooking at home less and eating out more. In 2010, Americans dined out more than in for the first time on record, the culmination of a slow shift away from home cooking that had been going on since at least the 1960s. That trend is likely to continue. According to a 2017 report from the USDA’s Economic Research Service, millennials shop at food stores less than any other age group, spend less time preparing food, and are more likely to eat carry-out, delivery, or fast food even when they do eat at home. But even within the shrinking market for groceries, competition has stiffened. Retailers not known for selling food increasingly specialize in it, a phenomenon called “channel blurring”; today, pharmacies like CVS sell pantry staples and packaged foods, while 99-cent stores like Dollar General are a primary source of groceries for a growing number of Americans. Then there’s e-commerce. Though only about 3 percent of groceries are currently bought online, that figure could rocket to 20 percent by 2025. From subscription meal-kit services like Blue Apron to online markets like FreshDirect and Amazon Fresh, shopping for food has become an increasingly digital endeavor — one that sidesteps traditional grocery stores entirely.

A cursory glance might suggest grocery stores are in no immediate danger. According to the data analytics company Inmar, traditional supermarkets still have a 44.6 percent market share among brick-and-mortar food retailers. And though a spate of bankruptcies has recently hit the news, there are actually more grocery stores today than there were in 2005. Compared to many industries — internet service, for example — the grocery industry is still a diverse, highly varied ecosystem. Forty-three percent of grocery companies have fewer than four stores, according to a recent USDA report. These independent stores sold 11 percent of the nation’s groceries in 2015, a larger collective market share than successful chains like Albertson’s (4.5 percent), Publix (2.25 percent), and Whole Foods (1.2 percent).

But looking at this snapshot without context is misleading — a little like saying that the earth can’t be warming because it’s snowing outside. Not long ago, grocery stores sold the vast majority of the food that was prepared and eaten at home — about 90 percent in 1988, according to Inmar. Today, their market share has fallen by more than half, even as groceries represent a diminished proportion of overall food sold. Their slice of the pie is steadily shrinking, as is the pie itself.

By 2025, the thinking goes, most Americans will rarely enter a grocery store. That’s according to a report called “Surviving the Brave New World of Food Retailing,” published by the Coca-Cola Retailing Research Council — a think tank sponsored by the soft drink giant to help retailers prepare for major changes. The report describes a retail marketplace in the throes of massive change, where supermarkets as we know them are functionally obsolete. Disposables and nonperishables, from paper towels to laundry detergent and peanut butter, will replenish themselves automatically, thanks to smart-home sensors that reorder when supplies are low. Online recipes from publishers like Epicurious will sync directly to digital shopping carts operated by e-retailers like Amazon. Impulse buys and last-minute errands will be fulfilled via Instacart and whisked over in self-driving Ubers. In other words, food — for the most part — will be controlled by a small handful of powerful tech companies.

The Coca-Cola report, written in consultation with a handful of influential grocery executives, including Rich Niemann, acknowledges that the challenges are dire. To remain relevant, it concludes, supermarkets will need to become more like tech platforms: develop a “robust set of e-commerce capabilities,” take “a mobile-first approach,” and leverage “enhanced digital assets.” They’ll need infrastructure for “click and collect” purchasing, allowing customers to order online and pick up in a jiffy. They’ll want to establish a social media presence, as well as a “chatbot strategy.” In short, they’ll need to become Amazon, and they’ll need to do it all while competing with Walmart — and its e-commerce platform, Jet.com — on convenience and price.

That’s why Amazon’s acquisition of Whole Foods Market was terrifying to so many grocers, sending the stocks of national chains like Kroger tumbling: It represents a future they can’t really compete in. Since August 2017, Amazon has masterfully integrated e-commerce and physical shopping, creating a muscular hybrid that represents an existential threat to traditional grocery stores. The acquisition was partially a real estate play: Whole Foods stores with Prime lockers now act as a convenient pickup depot for Amazon goods. But Amazon’s also doing its best to make it too expensive and inconvenient for its Prime members, who pay $129 a year for free two-day shipping and a host of other perks, to shop anywhere else. Prime members receive additional 10 percent discounts on select goods at Whole Foods, and Amazon is rolling out home grocery delivery in select areas. With the Whole Foods acquisition, then, Amazon cornered two markets: the thrift-driven world of e-commerce and the pleasure-seeking universe of high-end grocery. Order dish soap and paper towels in bulk on Amazon, and pick them up at Whole Foods with your grass-fed steak.

Traditional grocers are now expected to offer the same combination of convenience, flexibility, selection, and value. They’re understandably terrified by this scenario, which would require fundamental, complex, and very expensive changes. And Kelley is terrified of it, too, though for a different reason: He simply thinks it wont work. In his view, supermarkets will never beat Walmart and Amazon at what they do best. If they try to succeed by that strategy alone, theyll fail. That prospect keeps Kelley up at night because it could mean a highly consolidated marketplace overseen by just a handful of players, one at stark contrast to the regional, highly varied food retail landscape America enjoyed throughout the 20th century.

I’m afraid of what could happen if Walmart and Amazon and Lidl are running our food system, the players trying to get everything down to the lowest price possible,he tells me. What gives me hope is the upstarts who will do the opposite. Who arent going to sell convenience or efficiency, but fidelity.

The approach Kelley’s suggesting still means completely overhauling everything, with no guarantee of success. It’s a strategy that’s decidedly low-tech, though it’s no less radical. It’s more about people than new platforms. It means making grocery shopping more like going to the movies.

* * *

Nobody grows up daydreaming about designing grocery stores, including Kelley. As a student at the University of North Carolina at Charlotte, he was just like every other architect-in-training: He wanted to be a figure like Frank Gehry, building celebrated skyscrapers and cultural centers. But he came to feel dissatisfied with the culture of his profession. In his view, architects coldly fixate on the aesthetics of buildings and aren’t concerned enough with the people inside.

“Architecture worships objects, and Capital-A architects are object makers,” Kelley tells me. “They aren’t trying to fix social issues. People and their experience and their perceptions and behaviors don’t matter to them. They don’t even really want people in their photographs—or if they have to, they’ll blur them out.” What interested Kelley most was how people would use his buildings, not how the structures would fit into the skyline. He wanted to shape spaces in ways that could actually affect our emotions and personalities, bringing out the better angels of our nature. To his surprise, no one had really quantified a set of rules for how environment could influence behavior. Wasn’t it strange that advertising agencies spent so much time thinking about the links between storytelling, emotions, and decision-making — while commercial spaces, the places where we actually go to buy, often had no design principle beyond brute utility?

My ultimate goal was to create a truly multidisciplinary firm that was comprised of designers, social scientists and marketing types,” he says. “It was so unorthodox and so bizarrely new in terms of approach that everyone thought I was crazy.”

In 1992, when he was 28, Kelley cofounded Shook Kelley with the Charlotte, North Carolina–based architect and urban planner Terry Shook. Their idea was to offer a suite of services that bridged social science, branding, and design, a new field they called “perception management.” They were convinced space could be used to manage emotion, just the way cinema leads us through a guided sequence of feelings, and wanted to turn that abstract idea into actionable principles. While Shook focused on bigger, community-oriented spaces like downtown centers and malls, Kelley focused on the smaller, everyday commercial spaces overlooked by fancy architecture firms: dry cleaners, convenience stores, eateries, bars. One avant-garde restaurant Kelley designed in Charlotte, called Props, was an homage to the sitcom craze of the 1990s. It was built to look like a series of living rooms, based on the apartment scenes in shows like Seinfeld and Friends and featured couches and easy chairs instead of dining tables to encourage guests to mingle during dinner.

The shift to grocery stores didn’t happen until a few years later, almost by accident. In the mid-’90s, Americans still spent about 55 percent of their food dollars on meals eaten at home — but that share was declining quickly enough to concern top corporate brass at Harris Teeter, a Charlotte-area, North Carolina–based grocery chain with stores throughout the Southwestern United States. (Today, Harris Teeter is owned by Kroger, the country’s second-largest seller of groceries behind Walmart.) Harris Teeter execs reached out to Shook Kelley. “We hear you’re good with design, and you’re good with food,” Kelley remembers Harris Teeter reps saying. “Maybe you could help us.”

At first, it was Terry Shook’s account. He rebuilt each section of the store into a distinct “scene” that reinforced the themes and aesthetics of the type of food it sold. The deli counter became a mocked-up urban delicatessen, complete with awning and neon sign. The produce section resembled a roadside farmstand. The dairy cases were corrugated steel silos, emblazoned with the logo of a local milk supplier. And he introduced full-service cafés, a novelty for grocery stores at the time, with chrome siding like a vintage diner. It was pioneering work, winning that year’s Outstanding Achievement Award from the International Interior Design Association — according to Kelley, it was the first time the prestigious award had ever been given to a grocery store.

Shook backed off of grocery stores after launching the new Harris Teeter, but the experience sparked Kelley’s lifelong fascination with grocery stores, which he realized were ideal proving grounds for his ideas about design and behavior. Supermarkets contain thousands of products, and consumers make dozens of decisions inside them — decisions about health, safety, family, and tradition that get to the core of who they are. He largely took over the Harris Teeter account and redesigned nearly 100 of the chain’s stores, work that would go on to influence the way the industry saw itself and ultimately change the way stores are built and navigated.

Since then, Kelley has worked to show grocery stores that they don’t have to worship at the altar of supply-side economics. He urges grocers to appeal instead to our humanity. Kelley asks them to think more imaginatively about their stores, using physical space to evoke nostalgia, delight our senses, and appeal to the parts of us motivated by something bigger and more generous than plain old thrift. Shopping, for him, is all about navigating our personal hopes and fears, and grocery stores will only succeed when they play to those emotions.

When it works, the results are dramatic. Between 2003 and 2007, Whole Foods hired Shook Kelley for brand strategy and store design, working with the firm throughout a crucial period of the chain’s development. The fear was that as Whole Foods grew, its image would become too diffuse, harder to differentiate from other health food stores; at the same time, the company wanted to attract more mainstream shoppers. Kelley’s team was tasked with finding new ways to telegraph the brand’s singular value. Their solution was a hierarchical system of signage that would streamline the store’s crowded field of competing health and wellness claims.

Kelley’s view is that most grocery stores are “addicted” to signage, cramming their spaces with so many pricing details, promotions, navigational signs, ads, and brand assets that it “functionally shuts down [the customer’s] ability to digest the information in front of them.”

Kelley’s team stipulated that Whole Foods could only have seven layers of information, which ranged from evocative signage 60 feet away to descriptive displays six feet from customers to promotional info just six inches from their hands. Everything else was “noise,” and jettisoned from the stores entirely. If you’ve ever shopped at Whole Foods, you probably recognize the way that the store’s particular brand of feel-good, hippie sanctimony seems to permeate your consciousness at every turn. Kelley helped invent that. The system he created for pilot stores in Princeton, New Jersey, and Louisville, Kentucky, were scaled throughout the chain and are still in use today, he says. (Whole Foods did not respond to requests for comment for this story.)

With a carefully delineated set of core values guiding its purchasing and brand, Whole Foods was ripe for the kind of visual overhaul Kelley specializes in. But most regional grocery chains have a different set of problems: They don’t really have values to telegraph in the first place. Shook Kelley’s approach is about getting buttoned-down grocers to reflect on their beliefs, tapping into deeper, more primal reasons for wanting to sell food.

* * *

Today, Kelley and his team have developed a playbook for clients, a finely tuned process to get shoppers to think in terms that go beyond bargain-hunting. It embraces what he calls “the theater of retail” and draws inspiration from an unlikely place: the emotionally laden visual language of cinema. His goal is to convince grocers to stop thinking like Willy Loman — like depressed, dejected salesmen forever peddling broken-down goods, fixated on the past and losing touch with the present. In order to survive, Kelley says, grocers can’t be satisfied with providing a place to complete a chore. They’ll need to direct an experience.


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Today’s successful retail brands establish what Kelley calls a “brand realm,” or what screenwriters would call a story’s “setting.” We don’t usually think consciously about them, but realms subtly shape our attitude toward shopping the same way the foggy, noirishly lit streets in a Batman movie tell us something about Gotham City. Cracker Barrel is set in a nostalgic rural house. Urban Outfitters is set on a graffitied urban street. Tommy Bahama takes place on a resort island. It’s a well-known industry secret that Costco stores are hugely expensive to construct — they’re designed to resemble fantasy versions of real-life warehouses, and the appearance of thrift doesn’t come cheap. Some realms are even more specific and fanciful: Anthropologie is an enchanted attic, complete with enticing cupboards and drawers. Trader Joe’s is a crew of carefree, hippie traders shipping bulk goods across the sea. A strong sense of place helps immerse us in a store, getting us emotionally invested and (perhaps) ready to suspend the critical faculties that prevent a shopping spree.

Kelley takes this a few steps further. The Shook Kelly team, which includes a cultural anthropologist with a Ph.D., begins by conducting interviews with executives, staff, and locals, looking for the storytelling hooks they call “emotional opportunities.” These can stem from core brand values, but often revolve around the most intense, place-specific feelings locals have about food. Then Kelley finds ways to place emotional opportunities inside a larger realm with an overarching narrative, helping retailers tell those stories — not with shelves of product, but through a series of affecting “scenes.”

In Alberta, Canada, Shook Kelley redesigned a small, regional grocery chain now called Freson Bros. Fresh Market. In interviews, the team discovered that meat-smoking is a beloved pastime there, so Shook Kelley built huge, in-store smokers at each new location — a scene called “Banj’s Smokehouse” — that crank out pound after pound of the province’s signature beef, as well as elk, deer, and other kinds of meat (customers can even BYO meat to be smoked in-house). Kelley also designed stylized root cellars in each produce section, a cooler, darker corner of each store that nods to the technique Albertans use to keep vegetables fresh. These elements aren’t just novel ways to taste, touch, and buy. They reference cultural set points, triggering memories and personal associations. Kelley uses these open, aisle-less spaces, which he calls “perceptual rooms,” to draw customers through an implied sequence of actions, tempting them towards a specific purchase.

Something magical happens when you engage customers this way. Behavior changes in visible, quantifiable ways. People move differently. They browse differently. And they buy differently. Rather than progressing in a linear fashion, the way a harried customer might shoot down an aisle — Kelley hates aisles, which he says encourage rushed, menial shopping — customers zig-zag, meander, revisit. These behaviors are a sign a customer is “experimenting,” engaging with curiosity and pleasure rather than just trying to complete a task. “If I was doing a case study presentation to you, I would show you exact conditions where we don’t change the product, the price, the service. We just change the environment and we’ll change the behavior,” Kelley tells me. “That always shocks retailers. They’re like ‘Holy cow.’ They don’t realize how much environment really affects behavior.”

A strong sense of place helps immerse us in a store, getting us emotionally invested and (perhaps) ready to suspend the critical faculties that prevent a shopping spree.

In the mid-2000s, Nabisco approached Kelley’s firm, complaining that sales were down 16 percent in the cookie-and-cracker aisle. In response, Shook Kelley designed “Mom’s Kitchen,” which was piloted at Buehler’s, a 15-store chain in northern Ohio. Kelley took Nabisco’s products out of the center aisles entirely and installed them in a self-contained zone: a perceptual room built out to look like a nostalgic vision of suburban childhood, all wooden countertops, tile, and hanging copper pans. Shelves of Nabisco products from Ritz Crackers to Oreos lined the walls. Miniature packs of Animal Crackers waited out in a large bowl, drawers opened to reveal boxes of Saltines. The finishing touch had nothing to do with Nabisco and everything to do with childhood associations: Kelley had the retailers install fridge cases filled with milk, backlit and glowing. Who wants to eat Oreos without a refreshing glass of milk to wash them down?

The store operators weren’t sold. They found it confusing and inconvenient to stock milk in two places at once. But from a sales perspective, the experiment was a smash. Sales of Nabisco products increased by as much as 32 percent, and the entire cookie-and-cracker segment experienced a halo effect, seeing double-digit jumps. Then, the unthinkable: The stores started selling out of milk. They simply couldn’t keep it on the shelves.

You’d think that the grocery stores would be thrilled, that it would have them scrambling to knock over their aisles of goods, building suites of perceptual rooms. Instead, they retreated. Nabisco’s parent company at the time, Kraft, was excited by the results and kicked the idea over to a higher-up corporate division where it stalled. And Buehler’s, for its part, never did anything to capitalize on its success. When the Nabisco took “Mom’s Kitchen” displays down, Kelley says, the stores didn’t replace them.

Mom’s Kitchen, fully stocked. (Photo by Tim Buchman)

“We were always asking a different question: What is the problem you’re trying to solve through food?” Kelley says. “It’s not just a refueling exercise — instead, what is the social, emotional issue that food is solving for us? We started trying to work that into grocery. But we probably did it a little too early, because they weren’t afraid enough.”

Since then, Kelley has continued to build his case to unreceptive audiences of male executives with mixed success. He tells them that when customers experiment — when the process of sampling, engaging, interacting, and evaluating an array of options becomes a source of pleasure — they tend to take more time shopping. And that the more time customers spend in-store, the more they buy. In the industry, this all-important metric is called “dwell time.” Most retail experts agree that increasing dwell without increasing frustration (say, with long checkout times) will be key to the survival of brick-and-mortar retail. Estimates vary on how much dwell time increases sales; according to Davinder Jheeta, creative brand director of the British supermarket Simply Fresh, customers spent 1.3 percent more for every 1 percent increase in dwell time in 2015.

Another way to increase dwell time? Offer prepared foods. Delis, cafes, and in-store restaurants increase dwell time and facilitate pleasure while operating with much higher profit margins and recapturing some of the dining-out dollar that grocers are now losing. “I tell my clients, ‘In five years, you’re going to be in the restaurant business,” Kelley says, “‘or you’re going to be out of business.’”

Kelley’s job, then, is to use design in ways that get customers to linger, touch, taste, scrutinize, explore. The stakes are high, but the ambitions are startlingly low. Kelley often asks clients what he calls a provocative question: Rather than trying to bring in new customers, would it solve their problems if 20 percent of customers increased their basket size by just two dollars? The answer, he says, is typically an enthusiastic yes.

Just two more dollars per trip for every fifth customer — that’s what victory looks like. And failure? That looks like a food marketplace dominated by Walmart and Amazon, a world where the neighborhood supermarket is a thing of the past.

* * *

When Shook Kelley started working on Niemann’s account, things began the way they always did: looking for emotional opportunities. But the team was stumped. Niemann’s stores were clean and expertly run. There was nothing wrong with them. Niemann’s problem was that he had no obvious problem. There was no there there.

Many of the regionals Kelley works with have no obvious emotional hook; all they know is that they’ve sold groceries for a long time and would like to keep on selling them. When he asks clients what they believe in, they show him grainy black-and-white photos of the stores their parents and grandparents ran, but they can articulate little beyond the universal goal of self-perpetuation. So part of Shook Kelley’s specialty is locating the distinguishing spark in brands that do nothing especially well, which isn’t always easy. At Buehler’s Fresh Foods, the chain where “Mom’s Kitchen” was piloted, the store’s Shook Kelley–supplied emotional theme is “Harnessing the Power of Nice.”

Still, Niemann Foods was an especially challenging case. “We were like, ‘Is there any core asset here?’” Kelley told me. “And we were like, ‘No. You really don’t have anything.’”

What Kelley noticed most was how depressed Niemann seemed, how gloomy about the fate of grocery stores in general. Nothing excited him — with one exception. Niemann runs a cattle ranch, a family operation in northeast Missouri. “Whenever he talked about cattle and feed and antibiotics and meat qualities, his physical body would change. We’re like, ‘My god. This guy loves ranching.’ He only had three hundred cattle or something, but he had a thousand pounds of interest in it.”

Niemann’s farm now has about 600 cattle, though it’s still more hobby farm than full-time gig — but it ended up being a revelation. During an early phase of the process, someone brought up “So God Made a Farmer” — a speech radio host Paul Harvey gave at the 1978 Future Farmers of America Convention that had been used in an ad for Ram trucks in the previous year’s Super Bowl. It’s a short poem that imagines the eighth day of the biblical creation, where God looks down from paradise and realizes his new world needs a caretaker. What kind of credentials is God looking for? Someone “willing to get up before dawn, milk cows, work all day in the fields, milk cows again, eat supper and then go to town and stay past midnight at a meeting of the school board.” God needs “somebody willing to sit up all night with a newborn colt. And watch it die. Then dry his eyes and say, ‘Maybe next year.’” God needs “somebody strong enough to clear trees and heave bails, yet gentle enough to yean lambs and wean pigs and tend the pink-combed pullets, who will stop his mower for an hour to splint the broken leg of a meadow lark.” In other words, God needs a farmer.

Part denim psalm, part Whitmanesque catalogue, it’s a quintessential piece of Americana — hokey and humbling like a Norman Rockwell painting, and a bit behind the times (of course, the archetypal farmer is male). And when Kelley’s team played the crackling audio over the speakers in a conference room in Quincy, Illinois, something completely unexpected happened. Something that convinced Kelley that his client’s stores had an emotional core after all, one strong enough to provide the thematic backbone for a new approach to the grocery store.

Rich Niemann, the jaded supermarket elder statesman, broke down and wept.

* * *

I have never been a fan of shopping. Spending money stresses me out. I worry too much to enjoy it. So I wanted to see if a Kelley store could really be what he said it was, a meaningful experience, or if it would just feel fake and hokey. You know, like the movies. When I asked if there was one store I could visit to see his full design principles in action, he told me to go to Harvest, the most interesting store in America.

Champaign is two hours south of O’Hare by car. Crossing its vast landscape of unrelenting farmland, you appreciate the sheer scale of Illinois, how far the state’s lower half is from Chicago. It’s a college town, which comes with the usual trappings — progressive politics, cafes and bars, young people lugging backpacks with their earbuds in — but you forget that fast outside the city limits. In 2016, some townships in Champaign county voted for Donald Trump over Hillary Clinton by 50 points.

I was greeted in the parking lot by Gerry Kettler, Niemann Foods’ director of consumer affairs. Vintage John Deere tractors formed a caravan outside the store. The shopping cart vestibules were adorned with images of huge combines roving across fields of commodity crops. Outside the wide-mouthed entryway, local produce waited in picket-fence crates — in-season tomatoes from Johnstonville, sweet onions from Warrensburg.

And then we stepped inside.

Everywhere, sunlight poured in through the tall, glass facade, illuminating a sequence of discrete, airy, and largely aisle-less zones. Kettler bounded around the store, pointing out displays with surprised joy on his face, as if he couldn’t believe his luck. The flowers by the door come from local growers like Delight Flower Farm and Illinois Willows. “Can’t keep this shit in stock,” he said. He makes me hold an enormous jackfruit to admire its heft. The produce was beautiful, he was right, with more local options than I’ve ever seen in a grocery store. The Warrensville sweet corn is eye-poppingly cheap: two bucks a dozen. There were purple broccolini and clamshells filled with squash blossoms, a delicacy so temperamental that they’re rarely sold outside of farmers’ markets. Early on, they had to explain to some teenage cashiers what they were — they’d never seen squash blossoms before.

I started to sense the “realm” Harvest inhabits: a distinctly red-state brand of America, local food for fans of faith and the free market. It’s hunting gear. It’s Chevys. It’s people for whom commercial-scale pig barns bring back memories of home. Everywhere, Shook Kelley signage — a hierarchy of cues like what Kelley dreamed up for Whole Foods — drives the message home. A large, evocative sign on the far wall reads Pure Farm Flavor, buttressed by the silhouettes of livestock, so large it almost feels subliminal. Folksy slogans hang on the walls, sayings like FULL OF THE MILK OF HUMAN KINDNESS and THE CREAM ALWAYS RISES TO THE TOP.

Then there are the informational placards that point out suppliers and methods.

There are at least a half dozen varieties of small-batch honey; you can find pastured eggs for $3.69. The liquor section includes local selections, like whiskey distilled in DeKalb and a display with cutting boards made from local wood by Niemann Foods’ HR Manager. “Turns out we had some talent in our backyard,” Kettler said. Niemann’s willingness to look right under his nose, sidestepping middlemen distributors to offer reasonably priced, local goods, is a hallmark of Harvest Market.

That shortened chain of custody is only possible because of Niemann and the lifetime of supply-side know-how he brings to table. But finding ways to offer better, more affordable food has been a long-term goal of Kelley — who strained his relationship with Whole Foods CEO John Mackey over the issue. As obsessed as Kelley is with appearances, he insists to me that his work must be grounded in something “real”: that grocery stores only succeed when they really try to make the world a better place through food. In his view, Whole Foods wasn’t doing enough to address its notoriously high prices — opening itself up to be undercut by cheaper competition, and missing a kind of ethical opportunity to make better food available to more people.

“When,” Kelley remembers asking, “did you start to mistake opulence for success?”

In Kelley’s telling, demand slackened so much during the Great Recession that it nearly lead to Whole Foods’ downfall, a financial setback that the company never fully recovered from — and, one could argue, ultimately led to its acquisition. Harvest Market, for its part, has none of Whole Foods’ clean-label sanctimony. It takes an “all-of-the-above” approach: There’s local produce, but there’re also Oreos and Doritos and Coca-Cola; at Thanksgiving, you can buy a pastured turkey from Triple S Farms or a 20-pound Butterball. But that strong emphasis on making local food more accessible and affordable makes it an interesting counterpart to Kelley’s former client.

The most Willy Wonka–esque touch is the hulking piece of dairy processing equipment in a glass room by the cheese case. It’s a commercial-scale butter churner — the first one ever, Kettler told me, to grace the inside of a grocery store.

“So this was a Shook Kelley idea,” he said, “We said yes, without knowing how much it would cost. And the costs just kept accelerating. But we’re thrilled. People love it.”Harvest Market isn’t just a grocery store — it’s also a federally inspected dairy plant. The store buys sweet cream from a local dairy, which it churns into house-made butter, available for purchase by the brick and used throughout Harvest’s bakery and restaurant. The butter sells out as fast as they can make it. Unlike the grocers who objected to “Mom’s Kitchen,” the staff don’t seem to mind.

As I walked through the store, I couldn’t help wondering how impressed I really was. I found Harvest to be a beautiful example of a grocery store, no doubt, and a very unusual one. What was it that made me want to encounter something more outrageous, more radical, more theatrical and bizarre? I wanted animatronic puppets. I wanted fog machines.

I should have known better — Kelley had warned me that you can’t take the theater of retail too far without breaking the dream. He’d told me that he admires stores where “you’re just not even aware of the wonder of the scene, you’re just totally engrossed in it” — stores a universe away from the overwrought, hokey feel of Disneyland. But I had Amazon’s new stores in the back up my mind as a counterpoint, with all their cashierless bells and whistles, their ability to click and collect, their ability to test-drive Alexa and play a song or switch on a fan. I guess, deep down, I was wondering if something this subtle really could work.

“Here, this is Rich Niemann,” Kettler said, and I found myself face-to-face with Niemann himself. We shook hands and he asked if I’d ever been to Illinois before. Many times, I told him. My wife is from Chicago, so we’ve visited the city often.

He grinned at me.

“That’s not Illinois,” he said.

We walked to Harvest’s restaurant, a 40-person seating area plus an adjacent bar with a row of stools, that offers standards like burgers, salads, and flatbreads. There’s an additional 80-person seating area on the second-floor mezzanine, a simulated living room complete with couches and board games. Beyond that, they pointed out the brand-new wine bar — open, like the rest of the space, until midnight. There’s a cooking classroom by the corporate offices. Through the window, I saw a classroom full of children doing something to vegetables. Adult Cooking classes run two or three nights every week, plus special events for schools and other groups.

For a summer weekday at noon in a grocery store I’m amazed how many people are eating and working on laptops. One guy has his machine hooked up to a full-sized monitor he lugged up the stairs — he’s made a customized wooden piece that hooks into Harvest’s wrought-iron support beams to create a platform for his plus-size screen. He comes every day, like it’s his office. He’s a dwell-time dream.

We sit down, and Kettler insists I eat the corn first, slathering it with the house-made butter and eating it while it’s hot. He reminds me that it’s grown by the Maddoxes, a family in Warrensburg, about 50 miles west of Champaign.

The corn was good, but I wanted to ask Niemann if the grocery industry was really that bad, and he told me it is. I assume he’ll want to talk about Amazon and its acquisition of Whole Foods and the way e-commerce has changed the game. He acknowledges that, but to my surprise he said the biggest factor is something else entirely — a massive shift happening in the world of consumer packaged goods, or CPGs.

For years, grocery stores never had to advertise, because the largest companies in the world — Proctor and Gamble, Coca-Cola, Nestle — did their advertising for them, just the way Nabisco helped finance “Mom’s Kitchen” to benefit the stores. People came to supermarkets to buy the foods they saw on TV. But Americans are falling out of love with legacy brands. They’re looking for something different, locality, a sense of novelty and adventure. Kellogg’s and General Mills don’t have the pull they once had.

When their sales flag, grocery sales do too — and the once-bulletproof alliance between food brands and supermarkets is splitting. For the past two years, the Grocery Manufacturers’ Association, an influential trade group representing the biggest food companies in the world, started to lose members. It began with Campbell’s Soup. Dean Foods, Mars, Tyson Foods, Unilever, Hershey Company, the Kraft Heinz Company, and others followed. That profound betrayal was a rude awakening: CPG companies don’t need grocery stores. They have Amazon. They can sell directly through their websites. They can launch their own pop-ups.

It’s only then that I realized how dire the predicament of grocery stores really is, and why Niemann was so frustrated when he first called Kevin Kelley. It’s one thing when you can’t sell as cheaply and conveniently as your competitors. But it’s another thing when no one wants what you’re selling.

Harvest doesn’t feel obviously futuristic in the way an Amazon store might. If I went there as a regular shopper and not as a journalist sniffing around for a story, I’m sure I’d find it to be a lovely and transporting way to buy food. But what’s going on behind the scenes is, frankly, unheard of.

Grocery stores have two ironclad rules. First, that grocers set the prices, and farmers do what they can within those mandates. And second, that everyone works with distributors who oversee the aggregation and transport of all goods. Harvest has traditional relationships with companies like Coca-Cola, but it breaks those rules with local farmers and foodmakers. Suppliers — from the locally milled wheat to the local produce to the Kilgus Farms sweet cream that goes into the churner — truck their products right to the back. By avoiding middlemen and their surcharges, Harvest is able to pay suppliers more directly and charge customers less. And it keeps costs low. You can still find $4.29 pints of Halo Top ice cream in the freezer, but the produce section features stunning bargains. When the Maddox family pulls up with its latest shipment of corn, people sometimes start buying it off the back of the truck in the parking lot. Thats massive change, and its virtually unheard of in supermarkets. At the same time, suppliers get to set their own prices. Niemann’s suppliers tell him what they need to charge; Niemann adds a standard margin and lets customers decide if they’re willing to pay.

If there’s a reason Harvest matters, it’s only partly because of the aesthetics. It’s mainly because the model of what a grocery store is has been tossed out and rebuilt. And why not? The world as Rich Niemann knows it is ending.

* * *

In 2017, just months after Harvest Market’s opening, Niemann won the Thomas K. Zaucha Entrepreneurial Excellence Award — the National Grocers Association’s top honor, given for “persistence, vision, and creative entrepreneurship.” That spring, Harvest was spotlighted in a “Store of the Month” cover feature in the influential trade magazine Progressive Grocer. Characteristically, the contributions of Kelley and his firm were not mentioned in the piece.

Niemann tells me his company is currently planning to open a second Harvest Market in Springfield, Illinois, about 90 minutes west of Champaign, in 2020. Without sharing specifics about profitability or sales numbers, he says the store was everything he’d hoped it would be as far as the metrics that most matter — year-over-year sales growth and customer engagement. His only complaint about the store, has to do with parking. For years, Niemann has relied on the same golden ratio to determine the size of parking lot needed for his stores — a certain number of spots for every thousand dollars of expected sales. Harvest’s lot uses the same logic, and it’s nowhere near enough space.

“In any grocery store, the customer’s first objective is pantry fill — to take care of my needs as best I can on my budget,” Niemann says. “But we created a different atmosphere. These customers want to talk. They want to know. They want to experience. They want to taste. They’re there because it’s an adventure.”

They stay so much longer than expected that the parking lot sometimes struggles to fit all their cars at once. Unlike the Amazon stores that may soon be cropping up in a neighborhood near you — reportedly, the company is considering plans to open 3,000 of them in by 2021 — it’s not about getting in and out quickly without interacting with another human being. At Harvest, you stay awhile. And that’s the point.

But Americans are falling out of love with legacy brands. They’re looking for something different, locality, a sense of novelty and adventure. Kellogg’s and General Mills don’t have the pull they once had.

So far, Harvest’s success hasn’t made it any easier for Kelley, who still struggles to persuade clients to make fundamental changes. They’re still as scared as they’ve always been, clinging to the same old ideas. He tells them that, above all else, they need to develop a food philosophy — a reason why they do this in the first place, something that goes beyond mere nostalgia or the need to make money. They need to build something that means something, a store people return to not just to complete a task but because it somehow sustains them. For some, that’s too tall an order. “They go, ‘I’m not going to do that.’ I’m like, ‘Then what are you going to do?’ And they literally tell me: ‘I’m going to retire.’” It’s easier to cash out. Pass the buck, and consign the fate of the world to younger people with bolder dreams.

Does it even matter? The world existed before supermarkets, and it won’t end if they vanish. And in the ongoing story of American food, the 20th-century grocery store is no great hero. A&P — the once titanic chain, now itself defunct — was a great mechanizer, undercutting the countless smaller, local businesses that used to populate the landscape. More generally, the supermarket made it easier for Americans to distance ourselves from what we eat, shrouding food production behind a veil and letting us convince ourselves that price and convenience matter above all else. We let ourselves be satisfied with the appearance of abundance — even if great stacks of unblemished fruit contribute to waste and spoilage, even if the array of brightly colored packages are all owned by the same handful of multinational corporations.

But whatever springs up to replace grocery stores will have consequences, too, and the truth is that brick-and-mortar is not going away any time soon — far from it. Instead, the most powerful retailers in the world have realized that physical spaces have advantages they want to capitalize on. It’s not just that stores in residential neighborhoods work well as distribution depots, ones that help facilitate the home delivery of packages. And it’s not just that we can’t always be home to pick up the shipments we ordered when they arrive, so stores remain useful. The world’s biggest brands are now beginning to realize what Kelley has long argued: Physical stores are a way to capture attention, to subject customers to an experience, to influence the way they feel and think. What could be more useful? And what are Amazon’s proposed cashierless stores, but an illustration of Kelley’s argument? They take a brand thesis, a set of core values — that shopping should be quick and easy and highly mechanized — and seduce us with it, letting us feel the sweep and power of that vision as we pass with our goods through the doors without paying, flushed with the thrill a thief feels.

This is where new troubles start. Only a few companies in the world will be able to compete at Amazon’s scale — the scale where building 3,000 futuristic convenience stores in three years may be a realistic proposition. Unlike in the golden age of grocery, where different family owned chains catered to different demographics, we’ll have only a handful of players. We’ll have companies that own the whole value chain, low to high. Amazon owns the e-commerce site where you can find almost anything in the world for the cheapest price. And for when you want to feel the heft of an heirloom tomato in your hand or sample some manchego before buying, there is Whole Foods. Online retail for thrift, in-person shopping for pleasure. Except one massive company now owns them both.

If this new landscape comes to dominate, we may find there are things we miss about the past. For all its problems, the grocery industry is at least decentralized, owned by no one dominant company and carved up into more players than you could ever count. It’s run by people who often live alongside the communities they serve and share their concerns. We might miss that competition, that community. They are small. They are nimble. They are independently, sometimes even cooperatively, owned. They employ people. And if they are scrappy, and ingenious, and willing to change, there’s no telling what they might do. It is not impossible that they could use their assets — financial resources, industry connections, prime real estate — to find new ways to supply what we all want most: to be happier, to be healthier, to feel more connected. To be better people. To do the right thing.

I want to believe that, anyway. That stores — at least in theory — could be about something bigger, and better than mere commerce. The way Harvest seems to want to be, with some success. But I wonder if that’s just a fantasy, too: the dream that we can buy and sell our way to a better world, that it will take no more than that.

Which one is right?

I guess it depends on how you feel about the movies.

Maybe a film is just a diversion, a way to feel briefly better about our lives, the limitations and disappointments that define us, the things we cannot change. Most of us leave the theater, after all, and just go on being ourselves.

Still, maybe something else is possible. Maybe in the moment when the music swells, and our hearts beat faster, and we feel overcome by the beauty of an image — in the instant that we feel newly brave and noble, and ready to be different, braver versions of ourselves — that we are who we really are.

* * *

Joe Fassler, The Counter’s deputy editor, has covered the intersection of food, policy, technology, and culture for the magazine since 2015. His food reporting has twice been a finalist for the James Beard Foundation Award in Journalism. He’s also editor of Light the Dark: Writers on Creativity, Inspiration, and the Creative Process (Penguin, 2017), a book based on “By Heart,” his ongoing series of literary conversations for The Atlantic

Editor: Michelle Weber
Fact checker: Matt Giles
Copy editor: Jacob Z. Gross

Rewriting A Symphony In Stone

Engraving of the cathedral of Notre Dame circa 1850 by Deroy. Hulton Archive / Getty Images.

Summer Brennan | Longreads | April 2019 | 11 minutes (2,685 words)

 

As flames erupted from the roof of Notre Dame cathedral, snapping their bright orange tongues against the blue of a darkening springtime sky, people the world over felt the scorch of its destruction lick the walls of our internal picture galleries. We patted down our memories, as one does when fearing the loss of a wallet, making sure they were still there: the year we lived on the Left Bank, the semester abroad, the summer vacation or backpacking trip when, after what felt like an eternity standing in line, we climbed up to the bell towers for a view of Paris among the gargoyles. Jutting stone of an ancient river island, lapped by eight centuries of the city’s shifting tides of politics and light.

If we had never set foot in Notre Dame, or even in France, our vault of association was no less full. Novels, paintings, photographs, postcards, and films both old and new rushed in to provide romantic context: Audrey Hepburn spilling ice cream on Cary Grant on the quai opposite the famous cathedral in Charade; Jesse telling Celine in Linklater’s Before Sunset about the Nazi who defied orders by refusing to blow it up; Quasimodo swinging down on a rope to save Esmeralda from the mob, and shouting from the symbolic protection of the church his stirring claim of “Sanctuary!” If we do not have our own Paris to recall, there is the fabled city of Victor Hugo, Colette, Ernest Hemingway, and James Baldwin. As Notre Dame burned and we found ourselves, despite our representations and our memories, still pickpocketed by loss, I was reminded of the ways in which Paris has been repeatedly damaged, demolished, rebuilt and reimagined.

Read more…

Who Is John Frum?

Longreads Pick

In the 20th century, anthropologists fell over themselves to study the “cargo cult” phenomenon in the South Pacific. But was it really a new religion—or just a Western fantasy?

Source: Topic
Published: Apr 18, 2019
Length: 24 minutes (6,200 words)

United States of Conspiracy: An Interview with Anna Merlan

Mike Rosiana / Getty

Rebecca McCarthy | Longreads | April 2019 | 17 minutes (4,461 words)

 

On March 13, 2019, a twenty-four year old construction worker named Anthony Comello drove to Staten Island and backed his pickup into a Cadillac owned by the head of the Gambino crime family, Frank Cali. When Cali came to the door, Comello shot him. Comello was arrested a few days later in Brick, New Jersey, and upon his appearance in court, it became clear that he was a believer in the confusing and ever-shifting conspiracy theory, QAnon — whose adherents believe President Trump is locked in a mortal battle with a “deep state,” which they contend is running child sex trafficking rings (among other things). A photo from the arraignment shows that Comello had written the letter “Q” on his hand, along with “MAGA FOREVER” and “United We Stand.”

A mob boss, a cadillac, a murder, a town called Brick, New Jersey — all of those things make sense when itemized and grouped together. In 2019 it’s not even that surprising that a member of QAnon was involved. But, barring new information, what is surprising is the simplicity of the actual motive — Comello wanted to date Cali’s niece and Cali disapproved.

“Life is so much more random than we would like it to be,” Anna Merlan told me over the phone, when we were talking about Cali’s murder. “Everything is so much weirder and less meaningful than we would like it to be and I constantly see people that I talk to grappling with that idea — that maybe there isn’t a grand narrative under the surface animating everything.” Read more…

Racism in Romance, or Why Is the Duke Always White

Photo by duluoz cats via Flickr (CC BY-ND 2.0)

Alyssa Cole’s romance novel was widely recognized as being one of the best of the 2017, so why didn’t it get nominated for a Rita (aka the Academy Award of the romance industry, bestowed by the Romance Writers of America)? Surprise, the romance novel industry is just as racist as the rest of the world! In The Guardian, Lois Beckett takes a close, hard look at the history, ongoing struggles, and future of romance novelists of color — change seems imminent, but old (racist) habits die hard.

Last year, however, many observers felt that this was sure to change. One of the standout novels of 2017 had been Alyssa Cole’s An Extraordinary Union, an interracial romance set during the civil war. The book had already won a number of awards and made multiple best-of-the-year lists.

When the Rita awards finalists were announced in March 2018, An Extraordinary Union was nowhere to be seen. A novel rated exceptional by critics had been not even been deemed as noteworthy by an anonymous judging panel of Cole’s fellow romance writers. The books that had beat Cole as finalists in the best short historical romance category were all by white women, all but one set in 19th-century Britain, featuring white women who fall in love with aristocrats. The heroes were, respectively, one “rogue”, two dukes, two lords and an earl.

What followed, on Twitter, was an outpouring of grief and frustration from black authors and other authors of colour, describing the racism they had faced again and again in the romance industry. They talked about white editors assuming black writers were aspiring authors, even after they had published dozens of books; about white authors getting up from a table at the annual conference when a black author came to sit down; about constant questions from editors and agents about whether black or Asian or Spanish-speaking characters could really be “relatable” enough.

Then, of course, there were the readers. “People say: ‘Well, I can’t relate,’” Jenkins told NPR a few years ago, after watching white readers simply walk past her table at a book signing. “You can relate to shapeshifters, you can relate to vampires, you can relate to werewolves, but you can’t relate to a story written by and about black Americans?”

The answer, for some readers, is that it never occurred to them that they’d be able to relate.

A particularly infuriating comment, some black authors said, is when white women describe taking a chance on a romance with a black heroine, and then express surprise at how easily they were able to identify with the story. Shirley Hailstock, a black novelist and past president of RWA, told me about a fan letter she once received from a white romance author. She sent me a photograph of the letter, with the signature concealed.

“Dear Shirley,” the white author had written, in a neat cursive hand, “I’m writing to let you know how much I enjoyed Whispers of Love. It’s my first African American romance. I guess I might sound bigoted, but I never knew that black folks fall in love like white folks. I thought it was just all sex or jungle fever I think “they” call it. Silly of me. Love is love no matter what colour or religion or nationality, as sex is sex. I guess the media has a lot to do with it.”

The letter, dated 3 June 1999, was signed, “Sincerely, a fan”.

Read the story

The Politics of UFOs

AP / Macmillan

Anna Merlan| Adapted from Republic of Lies: American Conspiracy Theorists and Their Surprising Rise to Power| Metropolitan Books | April 2019 | 11 minutes (2,579 words)

Corey Goode was barely in grade school when he was classified as “an anomaly.”

“Apparently, I was identified as being on the intuitive empath spectrum,” he told a rapt audience one hot summer morning in 2017. Goode claims that he was soon placed in alternative classes. His parents, he says, gave permission for that. But what they didn’t know was that he’d been tapped to take part in a military program: Every morning he’d wait outside with his lunchbox to be picked up by a white van, which would drive him to Carswell Air Force Base, in Texas. From there, they’d go through a back gate, across two runways, through another security gate, and into a motor pool hangar, down a cargo elevator into a secret underground facility where nine to 15 other children would be waiting.

Some time around 1986, Goode says, he was drafted into the Secret Space Program, a purported hidden government entity doing clandestine research and fighting secret wars with extraterrestrials in outer space. He was not yet 17. Goode says that when his space military service came to an end, he returned to Earth, where his government handlers performed an “age regression.” He awoke as a child again, in his bedroom at home, with his mother unaware that he’d ever been gone.

There’s plenty more to Goode’s story, but a little of this goes a long way. Goode has told his account at many places, but I heard it at the annual meeting of the Mutual UFO Network, known as MUFON. It is the oldest UFO research group in the United States, active since 1969, and it presents itself as a scientific organization seeking hard evidence of the UFO phenomenon and pursuing that evidence wherever it might lead.

Most of the year, state MUFON chapters investigate tips of UFO sightings, hundreds of which pour into their email and voicemail each month. But on a blazing summer day in Summerlin, a wealthy suburb of northwest Las Vegas, the MUFON members were all together, and things were tense. Earlier, another well-respected speaker, Richard Dolan, called Goode a liar and quite possibly a plant. “I’m not accusing anybody of anything,” Dolan said delicately at the start of his talk, in the manner of someone about to accuse someone of something. “But it’s absolutely a fact of U.S. history that there’s been government interference in many organizations. Many of you have heard of COINTELPRO. And that goes on to this day.”

 

Although broad discussion of UFOs has been eclipsed in the general culture by fresher, shinier conspiratorial ideas — birtherism, false flags, pedophile rings — a remarkably high number of Americans believe in the existence of extraterrestrial life. The poll numbers can vary wildly and frustratingly. In 1997, a CNN/Time poll showed that a whopping 80 percent of the adult population believed the government was hiding “knowledge of the existence of extraterrestrial life-forms.” In 2015, a YouGov survey found that 54 percent of the adult population believed that alien life exists, while 30 percent were convinced, in the poll’s words, that “extra-terrestrial intelligent life has already contacted us but the government has covered it up.” According to the Chapman University Survey of American Fears that same year, 42.6 percent of respondents thought the government was concealing what it knows about alien encounters. The Chapman survey noted that more Americans believe in UFOs than believe in natural selection or that the earth is 4.5 billion years old.

The belief is strong, but, as with so many research communities, it’s not uniform or unaffected by controversy. In the past few years the UFO world has been afflicted by the kinds of conspiratorial cracks that have appeared throughout American culture: Who can be trusted? What is true? What constitutes an acceptable standard of proof? Who is a spy, a plant, an agent? Is the government engaged in covert actions to disrupt communities it deems dangerous?

Dolan has been a respected UFO researcher for a long time, which means the same thing here that it means in a lot of conspiracy subcultures: You might not know who he is, but he’s indisputably a giant in his field. He is far from the first of his kind to suggest that the government has planted misleading information to throw the field into chaos. And MUFON itself is frequently accused of pursuing and promoting pseudoscience. The Center for Skeptical Inquiry wrote in 2013 that local MUFON chapters were following “decidedly unscientific” avenues of inquiry, scheduling “talks on alien abduction, conspiracy theories, human-ET hybrids, hypnotic regression, and repressed memories.”

“There are a few very conservative people who want to just talk about the nuts and bolts of the crafts,” Jan Harzan, MUFON’s executive director, told me, referring to spacecraft. “But this is what people are interested in: the whistleblowers. They want to know what’s really going on.” The whistleblowers, as Harzan and others call them, are the men in the UFO world, Goode among them, who make colorful and eye-popping claims about the roles they played in the government’s secret space programs.

More Americans believe in UFOs than believe in natural selection or that the earth is 4.5 billion years old.

In conspiracy subcultures, “whistleblowing” is a common phenomenon. For every government plot and dark scheme, someone will eventually show up claiming to have been part of it. That happened during the 1980s Satanic panic; it began to occur with Pizzagate; and in the mid-2000s the newest crop arrived in the UFO world, when a man named Andrew Basiago claimed to have gone on a series of missions to Mars with a young Barack Obama. In 2014, Goode appeared on the scene. A year later, the two whistleblowers were joined by another man, Randy Kramer, who claims to be a former marine who served on Mars for 17 years and on a secret spaceship for three more.

Among earlier generations of UFO whistleblowers, the most famous was Bob Lazar, who maintained that he worked as a scientist at a subsidiary facility of Area 51 called S-4. His task was to “reverse-engineer” alien spaceships to figure out how they worked. But the new whistleblowers are in a league of their own, having apparently been to reaches of space that humans have never touched before, having had repeated and direct interaction with aliens, and, if I understand Basiago’s assertions correctly, having been chased around by dinosaurs on Mars. (I admit to leaving his lecture early due to a sudden, inexplicable headache.)

Goode has an unusual skill — the ability to make outlandish claims but to weave them together with common and popular UFO positions. Among the more fantastical threads that he manages to pull in: The engineers who work on secret space technologies are part of “secret societies and occult rituals.” But he also peddles the more traditional beliefs: The government isn’t just hiding what it knows about aliens and UFOs, but also about the advanced technologies that aliens have revealed to humans. Those include “healing and anti-aging technologies” and “zero-point energy,” or free energy.


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Next to the lecture hall where the talks took place, there was a big room filled with tables and merchandise. As I walked among the misshapen ceramic aliens and chatted with the vendors, it occurred to me that UFO lore might represent conspiracy culture at its best: our interest in the hidden, the unknown, the ineffable, the magic of what’s yet to be revealed. “The UFO mystery holds a mirror to our own fantasies,” famed UFO researcher and computer scientist Jacques Vallée once wrote. “It expresses our secret longings for a wisdom that might come down from the stars in new, improved, easy to-use packaging, to reveal the secrets of life and tell us, at long last, who we are.”

The alien world wasn’t always that exalted. Alien mythology was born, as many people know, in Roswell, New Mexico, in 1947, when something … crashed. One summer morning a ranch foreman working close to Roswell found something bizarre while walking the property. It was what Kathryn Olmsted in Real Enemies describes as “a pile of sticks, tinfoil thick paper, and smoky-gray rubber, all stuck together with scotch tape.”

The foreman called Roswell’s sheriff, who sent out two deputies, then phoned the Roswell Army Air Force Base, wondering if it was something of theirs. The base’s public information officer announced that a “flying disc” had been recovered. But by the next day, the story had changed: The region’s commanding general reported that what had actually been recovered was a “high altitude weather balloon.”

For every government plot and dark scheme, someone will eventually show up claiming to have been part of it.

Public interest in the story faded. But by the late 1970s, alien researchers started to suspect there had been a cover-up at Roswell. Around 1991, Glenn Dennis, a self-proclaimed eyewitness, came forward, saying that he had worked at a Roswell funeral home at the time and that the military had requested “child-sized caskets” for tiny alien bodies. Dennis’s version of the story took off, transforming the Roswell story as we all commonly know it. In later years, popular imagination moved the location of the little gray bodies, iced over like mysterious pearlescent fish sticks, to Area 51.

In 1994, a genuine conspiracy came to light: An Air Force report commissioned by the federal General Accounting Office revealed that the downed balloon was probably debris from a top secret surveillance program known as Project MOGUL, which sought to record audio evidence of Soviet atomic tests. And in 1997, a second report found a possible explanation for the witnesses who reported seeing alien bodies pulled from the wreckage: The crash-test dummies routinely dropped during other military test operations involving high-altitude balloons.

Most mainstream news sources presented the reports as evidence that there were definitively no UFOs. “No bodies. No bulbous heads,” wrote William J. Broad of the New York Times News Service in 1997. “No secret autopsies. No spaceship. No crash. No extraterrestrials or alien artifacts of any sort. And most emphatically of all, no Government cover-up.”

But the 1994 report did provide proof that the Air Force had lied about a top secret program, which fed certainty among UFO researchers that there were other cover-ups yet to be discovered. The history of UFOs is a perfect illustration of the way in which genuine government secrecy feeds citizen paranoia. The disclosure of hidden Air Force programs made just about anything seem possible, and over the next few decades, it was joined by wave after wave of revelations, some of them real and some imagined, until the field of ufology became a morass of competing claims and high suspicion that everyone is a government agent and no one is to be trusted. Read more…

Queens of Infamy: Josephine Bonaparte, from Malmaison to More-Than-Monarch

Illustration by Louise Pomeroy

Anne Thériault | Longreads | April 2019 | 23 minutes (5,836 words)

From the notorious to the half-forgotten, Queens of Infamy, a Longreads series by Anne Thériault, focuses on badass world-historical women of centuries past.

* * *

Looking for a Queens of Infamy t-shirt or tote bag? Choose yours here.

When we left the future Empress, she was 32 and had just completed her third transformation — and name change — in as many decades. First she had been Yeyette, the coarse, uneducated girl from the colonies struggling to find her place in Paris society; then she had been Marie-Josèphe, the beautiful and popular estranged wife of a Revolutionary hero with a whiff of the courtesan about her; now she was a survivor of the Reign of Terror, a Merveilleuse famous for her revealing clothing, and a semi-professional mistress to the rich and powerful. It was in this latest incarnation that she was christened Josephine by her newest bedmate, a young general named Napoleon Bonaparte.

The young lovers had met through Paul Barras, who was both Napoleon’s boss and Josephine’s sugar daddy. After being aggressively pursued by the famously uncouth Corsican for months, Josephine had, for her own inscrutable reasons, decided to give in to his advances.

If she’d hoped that sleeping with him would somehow slake his obsession with her, she was wrong. Very wrong.

Napoleon’s fixation on Josephine only deepened once they became lovers, and often it tipped over into vicious fits of jealousy. In a letter to a friend, Josephine wrote, “I am afraid, I admit, of the empire he seems to want over all those who surround him.” She also wrote that the “force of [his] passion” made her uncomfortable, although she couldn’t quite articulate why; she knew that she should find his devotion to her attractive, but it creeped her out. Still, after weighing the pros and cons, she eventually gave in to his marriage proposal. She was getting older, and she wanted the security of a husband. Plus, he did seem to genuinely love her, even if his particular brand of love sometimes had a frightening edge.

The wedding was set for March 9, 1796. Since Catholicism was still banned in France, it was a civil service held at a small town hall. Napoleon arrived two hours late, a total asshole power move. The rest of the event was as messy as its beginning: the ages on the marriage certificate were wrong, one of the witnesses was too young to legally be a witness, and everyone was in a bad mood. It almost certainly wasn’t the wedding Josephine had expected, but she grimaced her way through it. When they got home, Josephine refused to move her beloved dog Fortuné off the bed to make room for Napoleon. When his mistress’ new husband tried to push him aside, the pug bit him. Sometimes dogs just know.

If Josephine found one bright spot on her second wedding day, it might have been the inscription on the wedding band Napoleon placed on her finger: “au destin,” to destiny. Both husband and wife believed that they were marked by fate, and nothing could have been a more fitting motto for them. Their shared faith that their marriage — and, indeed, their entire lives — had been predestined would shape many of their choices in the coming years.

* * *

Two days after the wedding, Napoleon left for a military campaign in Italy. His letters from this time are textbook examples of the cycle of abuse, heady declarations of love alternating with vicious scolding for not writing back often enough or with the right emotion. That being said, Josephine’s reasons for not replying in a timely fashion were less than virtuous: she’d begun an affair with a beautiful young soldier named Hippolyte Charles and, through him, had become involved with some shady backroom arms dealing. In Josephine’s defense, taking a lover or two on the side was a normal part of the world she lived in; after all, it hadn’t been that long since she’d been a fixture at Thérésa Tallien’s orgies. Still, she must have known that Napoleon expected monogamy. She must have known that she was playing a dangerous game.

While Josephine was ignoring her husband’s letters and living the high life in Paris, Napoleon was growing more and more anguished, and when he told Barras that he hated all women and was consumed with despair, the older man decided that he needed to step in. Napoleon had been racking up astonishing victories in Italy, and Barras couldn’t afford to have him distracted from his work. So one night, after a dinner given in her honor, he muscled Josephine into a carriage bound for Milan. She cried and begged him to let her stay, but Barras was adamant. He was going to give Napoleon whatever he wanted, including, once again, Josephine.

When they got home, Josephine refused to move her beloved dog Fortuné off the bed to make room for Napoleon. When his mistress’ new husband tried to push him aside, the pug bit him. Sometimes dogs just know.

Napoleon was overjoyed by his wife’s arrival. Their time apart had only heightened his obsession and when they met in Italy, he couldn’t stop fondling her, even in front of his staff. Josephine found his attentions overwhelming. “My husband doesn’t love me, he worships me,” she wrote to an acquaintance. Even though her life in Milan was lavish — she was staying in a literal palace — Josephine was miserable. She missed her life in Paris, she missed her children, she missed her freedom.

Napoleon had to return to the front lines soon after Josephine’s arrival, from whence he sent her letters about her vagina, calling it “the little black forest” and writing that “[t]o live within Josephine is to live in the Elysian fields.” Truly, this man missed his calling as a romance writer.

JOSEPHINE: on the whole, Italy was kind of a wash

JOSEPHINE: I mean, the plundering part was pretty fun

JOSEPHINE: the Italians make great art, I’ll give them that

JOSEPHINE: but then Napoleon’s family arrived from Marseilles

JOSEPHINE: I mean, they basically moved in with us!

JOSEPHINE: and there are not enough Correggio paintings in the world to make it worth putting up with them

Napoleon’s family had been less than enthused to learn about his marriage.  Josephine was infamous by this point, and her scandals well-known. Napoleon’s mother opposed the match from a moral standpoint as well as a financial one — her son had been supporting the family ever since his father’s death several years earlier, and she didn’t relish seeing that support drained away by a depraved slattern from the colonies. In spite of Josephine’s attempts to charm her new husband’s family, they would openly loathe her for the rest of her life. His 16-year-old sister Pauline was especially heinous to Josephine: she referred to her as “la vielle” (the old woman), stuck her tongue out at her behind her back, and did her best to outdress her sister-in-law on every occasion.

Josephine left Italy in November, ostensibly bound for Paris. Napoleon left at the same time, but headed to peace talks in Austria first. He was shocked when he returned to Paris in December and his wife still wasn’t there. Instead of going straight back, Josephine had met up with Hippolyte in Nevers, and the two were leisurely fucking their way across France. A ball dedicated to her was organized by Napoleon’s ally Talleyrand in Paris for December 25th, but when she still hadn’t arrived it was postponed until the 28th. Josephine didn’t show up until January 3rd, by which point organizers had been forced to throw out two rounds of food and flowers. The event went grimly ahead but Napoleon was furious, as Josephine must have known he’d be. Josephine and Napoleon reconciled with a Big Dramatic Scene, a completely healthy relationship dynamic they both seemed to relish. This was something that played out over and over again throughout their time together: Napoleon would stomp around and yell, while Josephine wept and begged for his forgiveness. Eventually he would play the part of Big Merciful Daddy and take her into his arms and comfort her; nothing made Napoleon feel more secure in his masculinity than reducing his wife to tears and then comforting her. Josephine, for her part, seemed to feel like she could get away with almost anything as long as she cried hard enough about it later.

In 1797, Napoleon began planning his next big military campaign.

NAPOLEON: babe, I’m going to conquer Egypt

JOSEPHINE: can I ask why?

NAPOLEON: for the empire

JOSEPHINE: sure, but, why Egypt specifically?

JOSEPHINE: I mean, isn’t it kind of … out of the way?

NAPOLEON: Alexander the Great conquered Egypt

JOSEPHINE: I don’t know if that’s really a reason

NAPOLEON: it’s an empire-building thing, you wouldn’t understand

If Josephine had been reluctant to join Napoleon in Italy, she was now desperate to accompany him to Egypt: her involvement in Hippolyte’s shady business had been revealed and the resulting scandal had been deeply unpleasant; she wanted to have Napoleon’s baby and solidify her position as his wife; she owed a lot of people a lot of money. But Napoleon refused to take her, so instead she headed to the spa town of Plombières, where she hoped to recover her fertility. Both she and Napoleon were desperate for a baby, but lingering physical trauma from her time in prison coupled with years of using what then passed for the morning-after pill (highly toxic douches, mostly) had left her unable to conceive. She hoped that “taking the waters” would improve her reproductive system. Instead, her time at Plombières made her chances of getting pregnant even more remote when a balcony she was standing on collapsed, leaving her with a broken pelvis and a severe spinal injury. Although she would go on to make an incredible recovery, the incident almost guaranteed that she would never have another child.

Meanwhile, things in Egypt weren’t going so great. The British were sinking Napoleon’s ships, and his friend Junot was sinking his hopes by telling him what everyone in Paris already knew — that Josephine was fucking Hippolyte. You would think Napoleon might have figured this fact out on his own, but denial is a powerful drug. Admitting that Josephine had betrayed him shook not only his relationship with her, but also his relationship with himself: maybe he wasn’t actually the most virile and powerful man in the world, but a cuckold and a laughingstock. He swore to divorce Josephine, and for once she wasn’t there to weep and rend her garments and beg forgiveness.

And then the unthinkable happened: the British seized a French mail ship containing a letter from Napoleon to his brother about Josephine’s unfaithfulness. Then, like an 18th-century WikiLeaks, the London Morning Chronicle published selections from the letter. If the French had been tittering behind their hands about the military genius and his cheating wife, the English were outright guffawing.

* * *

Now the entire world knew about Napoleon’s humiliation.

Josephine, ever practical, decided that this would be a great time to buy a house. Actually, not just a house — a proper country estate called Malmaison (a name that roughly translates to “bad house,” which is … a choice). Josephine’s reasons were twofold: she wanted somewhere to live if Napoleon divorced her, but she also hoped that a beautiful property like Malmaison might lure him back. Barras, who obviously had a vested interest in her marriage, loaned Josephine the money she needed. She moved in almost as soon as the sale was completed, and quickly realized Malmaison was a great place to carry on her relationship with Hippolyte away from prying Parisian eyes.

Napoleon didn’t return to France immediately after finding out about his wife’s relationship with Hippolyte, partly because he preferred to bury himself in his work, partly because the situation he’d started in Egypt was still unstable, and partly because he wanted to have his own revenge affair. Josephine spent the better part of a year on tenterhooks, waiting for her husband and praying that she could pull off the most audacious weep ‘n’ beg of her life. Finally, in October of 1799, while dining at a friend’s house, she received word that Napoleon was back in the country. She dashed from Paris to Lyon, hoping to get to him before anyone else could, but arrived to find that he had already left by a different road. When Napoleon arrived in Paris and found his house empty, he assumed Josephine was off with her lover. Furious, he ordered his staff to begin packing up her clothes.

When Josephine finally got back to Paris she went straight to Napoleon, but he had locked himself in his room and refused to see her. She sat on the floor outside of his door and cried all night, but her old tricks failed to move him. At 5 o’clock in the blessed morning, Josephine sensed she would need stronger ammunition, so she roused Eugène and Hortense. The two sleepy teenagers, still in their nightwear, joined their mother and begged their stepfather not to abandon them. Napoleon was genuinely fond of Josephine’s children, and it was their pleading that finally softened his heart. He allowed Josephine to come into the room and then, not long after, into his bed. Plus ça change!


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Napoleon did not live to regret this decision. Josephine’s ability to wield soft power — flattery, distraction, general diplomacy — soon came in very handy. While Napoleon was in Egypt, several of his sources informed him that the current government was deeply unpopular and France was in dire straits. The rumors were not an exaggeration. He plotted with Emmanuel Joseph Sieyès, one of the five leaders of the Directory — the committee that had governed France since the end of the Revolution — to overthrow the other four. As soon as that was done, Napoleon immediately double-crossed Sieyès and declared himself First Consul of France, an authoritarian title that basically put him in complete control of the country. Like many two-bit despots, Napoleon claimed to be acting in the interests of liberty and democracy; like many two-bit despots, he felt that this was a personal victory that he had earned because he was destined to rule. But the truth was that Josephine had done much of the backroom work for him: hosting dinners, inflating egos, and diverting attention. Without her, it’s unlikely that the rough-mannered general would have succeeded.

Shortly after his coup, Napoleon decided that he needed a residence more befitting a ruler. First he and Josephine moved into the Luxembourg Palace, and a few months later into the Tuileries. The latter was a symbol of the ostentatious excesses of the French monarchy; built by Catherine de’ Medici in the 16th century, the Tuileries was where Louis XVI and Marie Antoinette were kept after their removal from Versailles. Napoleon’s choice to align himself with the kings of the Ancien Régime was obviously intentional, and he immediately installed his wife in Marie Antoinette’s old chambers. Josephine, though, was ill at ease. She hated the stiffness and formality of her new role, and complained to Hortense that she felt haunted by the dead queen’s ghost. Still, she did her best to fulfill her new role as consuless, even though her heart longed to return to Malmaison.

She soon had her chance, as Napoleon gave her permission to renovate Malmaison to use as a country estate for entertaining guests. Once that was completed, Josephine began working on the estate’s grounds. She discovered that she had a natural aptitude for horticulture, and began cultivating as many species of plants as she could. Tired of the formal gardens of Paris, Josephine hired an English gardener to achieve the jardin à l’anglaise look, much to Napoleon’s horror; she also used her husband’s connections to solicit seeds and plants from around the world, delighting especially in the rare and difficult to grow. Although she was entirely self-taught, Josephine’s botanical knowledge and ability impressed even the experts, and gardening was a passion she would keep up for the rest of her life. She even convinced Napoleon to let her import plants from England during the trade blockades that would mark the wars between Britain and the Napoleonic Empire.

JOSEPHINE: I also built a giant greenhouse and started importing exotic animals

JOSEPHINE: I had llamas and an orangutan that could eat with a knife and fork

JOSEPHINE: I know this all sounds ridiculously expensive

JOSEPHINE: but if life has taught me anything, it’s that you should spend money while you can

JOSEPHINE: because tomorrow you could go to jail

GHOST OF ROBESPIERRE: seriously, that’s your takeaway from the Revolution?

GHOST OF ROBESPIERRE: not that monarchy is oppressive, or that we should strive for freedom and equality

GHOST OF ROBESPIERRE: you’re as bad as any of those Bourbon kings

JOSEPHINE: stay away from my fucking llamas, Robespierre

* * *

Josephine succeeded in building an estate that both she and the First Consul could love. Napoleon began to use Malmaison to meet with all kinds of dignitaries and officials; in the early years of his rule, much of his government business was conducted at the country estate. They hosted days-long events that involved outdoor dinners and games, and even theatrical interludes starring Bonaparte family and friends. Josephine had transformed herself once again, from sexually adventurous good-times Merveilleuse into a consuless at the height of sophistication and good taste. Unfortunately for her, this state of affairs couldn’t and wouldn’t last long.

As Napoleon’s authority grew, so did his royal ambitions. He began to consider Malmaison beneath his station, preferring life at the Tuileries. Josephine was forced to spend more and more time in the city (and more and more time with her miserable in-laws). Napoleon, meanwhile, was sleeping with as many women as possible. These affairs — if you can call them that — took an odd form. The consul would have the women he chose wait for him, naked, in bed; he would be in and out (so to speak) in a matter of minutes. More than sex, he seemed to enjoy his ability to order his mistresses around, to control how they interacted with him. These liaisons also gave him another type of power, over Josephine: the ability to reduce her to tears, push her to the brink of despair, then soothe her like a fretful child.

Napoleon’s attitudes toward women oscillated between furious resentment and paternal infantilization. Both of these were reflected in his Napoleonic Code, which severely restricted the rights women had gained during the Revolution and even the few they’d held under the Ancien Régime. He also made chattel slavery legal again, in spite of his promises to uphold abolition, a decision many blamed on Josephine’s influence. Whether or not she advocated for the reinstatement of slavery, Josephine certainly didn’t seem to oppose it, writing to her mother that Napoleon was “very attached to Martinique and is counting on the support of the planters of that colony.” Josephine was uniquely positioned to understand both the brutality of chattel slavery — she had witnessed it firsthand, after all — as well as the Revolutionary arguments that had led to its abolition. Her entire personal brand was built on the indignities of losing her freedom during the Reign of Terror. She either knew on every level that slavery was a violation of basic human rights and didn’t care, or she found some way to rationalize it to herself, which is functionally the same as not caring.

To justify his regressive laws, Napoleon reinstated Catholicism as the state religion. He explained his rationale to the senator Pierre Louis Roederer succinctly: “Society cannot exist without inequality of wealth and inequality of wealth cannot exist without religion.” With the Catholic Church back in business, nearly every change wrought by the Revolution was undone.

* * *

As time went on, Napoleon became increasingly preoccupied with having a child. It was becoming clearer and clearer that Josephine was not going conceive, although she suggested that the problem lay with him — after all, hadn’t she already had two healthy pregnancies? Her fertility was, according to her, demonstrably fine. But still Josephine was terrified that her husband would leave her for a younger woman who might provide him with a baby. Eventually, she came up with an idea straight out of Aunt Edmée’s playbook: Hortense, now 18, could marry Napoleon’s brother Louis. The children of that union would bear both Napoleon and Josephine’s blood, and would make the perfect Bonaparte heir.

HORTENSE: but Louis is awful!

JOSEPHINE: well, we all have to do our duty

JOSEPHINE: to the empire, you know

HORTENSE: this feels more like me taking one for the team so that you can get what you want

JOSEPHINE: aren’t we all on the same team?

JOSEPHINE: really, you’re helping me to help yourself

Louis, like the rest of Napoleon’s extended family, hated Josephine and spent his wedding night reciting all the reasons why his new bride’s mother was a slut. In spite of this, Hortense gave birth to a son almost exactly nine months later, who she christened Napoleon Louis Charles. Her mother and stepfather were exultant.

Shortly before the birth of his heir, Napoleon was made “Consul for Life.” He officially moved his country seat from Malmaison to the Chateau de Saint-Cloud, one of Marie Antoinette’s former residences, where he did his utmost to recreate the court life of the Bourbon dynasty. He dressed his staff in red velvet and gilded everything in sight. He insisted that Josephine order extravagant new gowns for every occasion — including one covered with real rose petals — although he balked when her bills arrived. Few people remembered all the arcane rules and rituals of court, so Napoleon had Josephine consult with Henriette Campan, who had been Marie Antoinette’s First Lady of the Bedchamber, about things like who was supposed to bow when.

GHOST OF ROBESPIERRE: what was the point of even having a revolution??

GHOST OF ROBESPIERRE: did 40,000 people die in vain?? So that we could have another KING?

NAPOLEON: well, I didn’t start the Revolution, I just finished it

NAPOLEON: so that sounds like more of a you problem than a me problem

GHOST OF ROBESPIERRE: I’m dead, I don’t have any problems

NAPOLEON: with all due respect, Max, I would say that even in death you have a lot of unresolved issues

If Josephine had been overwhelmed by the grandeur of the Tuileries, Saint-Cloud was even worse. She missed the casual country vibes of Malmaison, not to mention the public affection her husband had showered her with there. His liaisons were becoming more and more public, and Josephine knew that pushing back against his infidelity would only put her position at risk; in spite of Hortense’s child, Josephine was still terrified that her husband would leave her. Napoleon wielded his new relationships like weapons — he loved to recount graphic details about his conquests to Josephine, demanding that she applaud his sexual prowess. If she got upset, he grew vicious, reminding her that she had been unfaithful first. By Napoleon’s logic, she deserved payback for humiliating him in front of the entire world.

In January of 1804, a plot to assassinate Napoleon was discovered. The Duc of Enghien, a nephew of Louis XVI, was arrested at his home in Baden (even though there was no evidence linking him to the plot), found guilty in a secret military trial, and summarily executed. The rest of Europe was appalled — Baden was a neutral territory, and the legal proceedings had hardly been fair. But in France, Napoleon successfully spun the story; he was the hero his country needed, protecting it from anarchy and the dregs of the Bourbon dynasty. Riding a wave of popularity, Napoleon launched a referendum and was elected Emperor of the French. “I am the man of the State,” he declared. “I am the French Revolution.”

GHOST OF ROBESPIERRE: I just want to say I totally called it that you would make yourself king

NAPOLEON: technically, an emperor is not a king

NAPOLEON: spiritually, it’s more in the tradition of the Roman Empire? Anyway, it polls well

GHOST OF ROBESPIERRE: I fail to see how the Roman emperors were less oppressive or corrupt than the French kings

NAPOLEON: Max, you know I always treasure your input

NAPOLEON: but don’t you have anyone else to haunt?

GHOST OF ROBESPIERRE: you know I don’t, I beheaded all of my enemies 10 years ago

Josephine was going to be “greater than a queen,” just as Euphémie had said — she was going to be an Empress. Or was she? Even though her husband was going to be Emperor, she didn’t have an official title. Napoleon himself didn’t seem to be too sure about which direction to jump. On the one hand, crowning Josephine as Empress would make it a lot harder to get rid of her if and when he wanted to take a new wife who would give him an heir. On the other hand, he was deeply superstitious and believed that his wife was his good luck charm; without her, he worried that his winning streak would break. Plus, every time he leaned toward not crowning Josephine his terrible family rejoiced, which infuriated him.

Josephine and Napoleon began playing a dangerous game of chicken. He told her that he was too loyal to leave her, and begged her to do the leaving for the sake of his dynasty. She retaliated by saying that she would separate from him as soon as he gave her a direct order to do so. Every time Napoleon was on the brink of breaking it off, something — his love for his stepchildren, his fear of a life without Josephine, her ability to lure him into the bedroom — stopped him. Finally, less than a month before his coronation, his family made up his mind for him. The Bonapartes, feeling triumphant, had spent weeks alternating between snubbing and teasing Josephine, sure that her downfall was imminent. Piqued by their disrespect, Napoleon publicly announced her coronation, then rubbed salt in the wound by telling his sisters that they’d be carrying Josephine’s train during the ceremony.

The night before the coronation, Josephine made the ultimate move to keep her husband at her side. The Pope was in town to do the coronating — although Napoleon actually ended up crowning himself, because despots will despot — and Josephine sought a private audience with him. She confessed that her wedding to the Emperor had been a civil service, which meant that they weren’t truly married in the eyes of the Catholic Church. Horrified, the Pope refused to participate in the coronation unless Napoleon and Josephine were married in a religious ceremony. Knowing that the Pope’s support was key to legitimizing his reign, Napoleon gave in. Josephine’s gamble had paid off.

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On December 2, 1804, Josephine — heroine of the Reign of Terror, scantily clad Merveilleuse, former mistress of half a dozen men — was crowned Empress of France in front of the Pope himself.

All of this was, of course, set against the backdrop of Napoleon’s military career. He managed to spin even his defeats as successes, and used them to justify further expansion of his empire. In the summer of 1805, he turned his attention once more toward Austria, which was still salty about the whole Marie Antoinette thing and allied with Britain and Russia against France. Napoleon abandoned his plans to invade England in order to head east to quash the Austrian army, and he was hugely successful. The next year, he pressed even farther, into Prussia, and in early 1807, into Poland. He wrote to Josephine often, but even as he proclaimed his love, he was distracted by news out of France: one of his mistresses was pregnant. Josephine, who had traveled with Napoleon as far as Mainz, knew exactly what that pregnancy could mean for her marriage. She begged her husband to let her join him in Warsaw but he ordered her back to Paris, where she spent the winter white-faced and weeping, certain that orders for a divorce would come through any day.

Josephine had little reprieve from her unhappiness. In the spring of 1807, her grandson and heir Napoleon Louis Charles died. Hortense and the Empress were inconsolable; Napoleon, who thought they should be paying attention to his victories in the east, grew impatient with their grief. Less than a month later, Josephine’s mother died in Martinique. Napoleon refused to make the news of his mother-in-law’s death public, claiming that it would cast a shadow over his victories, and refused to name Hortense’s younger son his heir, which Josephine took as a further sign that he was about to leave her. When the Emperor returned to France after sealing an armistice with Tsar Alexander, his manner toward his wife was noticeably chilly.

Now that he was secure in his fertility, Napoleon began to consider a divorce in earnest. The idea of solidifying his new alliances with Austria and Poland with a marriage was deeply appealing and, he reasoned, the death of his heir was a good excuse to find and impregnate a new wife. Josephine, knowing she was about to be discarded, fell into an emotional spiral, dragging Napoleon with her: the more miserable she became, the more he resented her. But he still loved her, too, and couldn’t picture life without her gentling influence. Plus, he was sure that she brought him luck; his greatest victories had come after their wedding, and after all, what about “au destin”? Would his military winning streak continue without her? But in 1809, after learning that a Polish mistress was pregnant with another one of his children, he made up his mind: he had to divorce Josephine.

On November 30th, just two days before the 5th anniversary of their coronation, Napoleon and Josephine dined together. At the end of a nearly silent meal, the Emperor took his wife’s hand and told her that, while he would always adore her, he had to put the interests of France in front of his own wants. Josephine fell into hysterics, and Napoleon began to cry too, becoming even more upset when he realized that losing his wife meant losing his stepchildren. He had thought this through thousands of times, but faced with the reality of divorce, he blanched. In the end it was Eugène who insisted that the separation happen. He knew that a reconciliation would be brief and ultimately unhappy for everyone.

On December 14, 1809, Napoleon and Josephine convened a grand ceremony in the throne room to announce their divorce. The Emperor wept as he described what a wonderful wife the Empress had been. Josephine — whose face was a mess of tears and makeup — swore that Napoleon would always be her dearest love. Together, they signed the record of proceedings. That night they clung to each other in Napoleon’s bed, both sobbing, before Josephine retreated to her own chamber.

Josephine decamped to Malmaison, where Napoleon visited her. The pair continued to cry together over the dissolution of their grand love affair, more united in their separation than they had been over the last year of their marriage. But the Emperor’s grief didn’t stop him from marrying 18-year-old Marie Louise of Austria (who happened to be Marie Antoinette’s great-niece) on March 11th, 1810, just months after his divorce. He told Josephine that she would have to leave Paris before his new wife’s arrival, and at the end of March the deposed Empress set off for a chateau in Navarre.

Josephine did her best to rally her spirits, even though the lovely new home Napoleon had promised was a damp, drafty monstrosity, so hideous that people called it “la marmite” (the cooking pot). She began renovating its gardens, and occupied her evenings doing tarot readings for her ladies; years before, she had developed a close relationship with cartomancer Marie Anne Lenormand, and remained obsessed with Lenormand’s fortune-telling deck of cards for the rest of her life. Between her love of plants, her tarot fixation, and her (still ongoing) debt, Josephine was basically a prototype for the modern millennial lady.

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In March of 1811, Marie Louise gave birth to a son. Napoleon was beyond exultant — he finally had a legitimate child and heir. In a fit of good temper, he allowed Josephine to return permanently to Malmaison (she had been there the year before, but was only allowed to stay briefly before traveling onward to Aix-en-Provence). She began to build a quiet life for herself — collecting art, hosting intimate soirées, and spoiling her grandchildren. She grew sugarcane in her greenhouse and let Hortense’s young sons suck on it just like she had as a child. Napoleon remained close to her, writing to her often and spending two hours visiting her before he left to conquer Russia; he even let her kiss and cuddle his son, although Marie Louise was furious when she found out.

I probably don’t have to tell you that things didn’t go well in Russia. Things never go well for invading armies in Russia. Over 500,000 French soldiers died; fewer than 100,000 came home. Napoleon was ousted from power in the spring of 1814, and Paris was soon overrun with triumphant Cossack forces. By the beginning of May, they would restore the Bourbon dynasty to the French throne. Napoleon, meanwhile, had been exiled.

Tsar Alexander, who was in Paris to ensure that Louis XVIII acceded peacefully, began visiting Josephine. He was fascinated by the legendary woman who had held his enemy in thrall for so long, and the former Empress, for her part, received him graciously. She understood that this man held her life — and the lives of her children and grandchildren — in the palm of his hand, and turned on the charm accordingly. Other conquering dignitaries began to visit her as well; she was, after all, one of the spoils of war. She belonged to them now.

Stay away from my fucking llamas, Robespierre.

In the middle of May, Josephine caught a chill while out walking around the grounds of Malmaison with the Tsar. By the end of the month, she was desperately ill with a high fever and a rash. On the morning of May 29th, delirious but still the same old Josephine, she insisted on being dressed in a pink satin gown and rubies in case the Tsar came. She was dead by the time the clock struck noon.

French public opinion had run hot and cold on Napoleon — mostly cold over the last years of his reign — but Josephine had been almost universally beloved. She represented so many things to so many people, from the wild hope of the early days of the Revolution to the desperation of the Reign of Terror to the grandeur of the French Empire. Perhaps above everything else, she represented pragmatism and tenacity; she’d never been ashamed to do what was necessary to survive. Thousands upon thousands attended her funeral, weeping for their Empress. Her legacy was complicated, but it was the legacy of their people.

And Napoleon? In his disgrace, he was abandoned by almost everyone, including Marie Louise; Eugène and Hortense were among the few that remained loyal to him. He died seven years later, exiled to the island of Saint Helena in the South Atlantic. His last word was “Josephine.”

There is a statue of Josephine in Fort-de-France, Martinique. In 1991, it was beheaded, just as she would have been if not for Robespierre’s timely downfall. It was a fitting tribute to the heroine of the Terror who had watched the restoration of slavery with the same secretive Mona Lisa smile she wears in all of her portraits.

Long live the dissolution of oppressive monarchies. Long live freedom. Liberté, fraternité, égalité forever.


Previously:
Queens of Infamy: Josephine Bonaparte, from Martinique to Merveilleuse
Queens of Infamy: Zenobia
Queens of Infamy: The Rise of Catherine de’ Medici
Queens of Infamy: The Reign of Catherine de’ Medici
Queens of Infamy: Joanna of Naples
Queens of Infamy: Anne Boleyn
Queens of Infamy: Eleanor of Aquitaine

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For further reading on Josephine:
Kate Williams, Ambition and Desire: The Dangerous Life of Josephine Bonaparte
Andrea Stuart, The Rose of Martinique: A Life of Napoleon’s Josephine

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Anne Thériault is a Toronto-based feminist killjoy. She is currently raising one child and three unruly cats. If she has a looming deadline, you can find her procrastinating on Twitter @anne_theriault.

Editor: Michelle Weber
Copyeditor: Cheri Lucas Rowlands
Illustrator: Louise Pomeroy