The art of preemptive ingenuity

Yesterday, my wife drew my attention to the latest episode of the podcast 99% Invisible, which irresistibly combines two of my favorite topics—film and graphic design. Its subject is Annie Atkins, who has designed props and visual materials for such works as The Tudors and The Grand Budapest Hotel. (Her account of how a misspelled word nearly made it onto a crucial prop in the latter film is both hilarious and horrifying.) But my favorite story that she shares is about a movie that isn’t exactly known for its flashy art direction:

The next job I went onto—it would have been Spielberg’s Bridge of Spies, which was a true story. We made a lot of newspapers for that film, and I remember us beginning to check the dates against the days, because I wanted to get it right. And then eventually the prop master said to me, “Do you know what, I think we’re just going to leave the dates off.” Because it wasn’t clear [what] sequence…these things were going to be shown in. And he said, you know, if you leave the dates off altogether, nobody will look for it. But if you put something there that’s wrong, then it might jump out. So we went with no dates in the end for those newspapers.

As far as filmmaking advice is concerned, this is cold, hard cash, even if I’ll never have the chance to put it into practice for myself. And I especially like the fact that it comes out of Bridge of Spies, a writerly movie with a screenplay by none other than the Coen Brothers, but which was still subject to decisions about its structure as late in the process as the editing stage.

Every movie, I expect, requires some degree of editorial reshuffling, and experienced directors will prepare for this during the production itself. The absence of dates on newspapers is one good example, and there’s an even better one in the book The Conversations, which the editor Walter Murch relates to the novelist Michael Ondaatje:

One thing that made it possible to [rearrange the order of scenes] in The Conversation was Francis [Coppola]’s belief that people should wear the same clothes most of the time. Harry is almost always wearing that transparent raincoat and his funny little crepe-soled shoes. This method of using costumes is something Francis had developed on other films, quite an accurate observation. He recognized that, first of all, people don’t change clothes in real life as often as they do in film. In film there’s a costume department interested in showing what it can do—which is only natural—so, on the smallest pretext, characters will change clothes. The problem is, that locks filmmakers into a more rigid scene structure. But if a character keeps the same clothes, you can put a scene in a different place and it doesn’t stand out.

Murch observes: “There’s a delicate balance between the timeline of a film’s story—which might take place over a series of days or weeks or months—and the fact that the film is only two hours long. You can stretch the amount of time somebody is in the same costume because the audience is subconsciously thinking, Well, I’ve only been here for two hours, so it’s not strange that he hasn’t changed clothes.”

The editor concludes: “It’s amazing how consistent you can make somebody’s costume and have it not stand out.” (Occasionally, a change of clothes will draw attention to editorial manipulation, as one scene is lifted out from its original place and slotted in elsewhere. One nice example is in Bullitt, where we see Steve McQueen in one scene at a grocery store in his iconic tweed coat and blue turtleneck, just before he goes home, showers, and changes into those clothes, which he wears for the rest of the movie.) The director Judd Apatow achieves the same result in another way, as his longtime editor Brent White notes: “[He’ll] have something he wants to say, but he doesn’t know exactly where it goes in the movie. Does it service the end? Does it go early? So he’ll shoot the same exact scene, the same exchange, with the actors in different wardrobes, so that I can slot it in at different points.” Like the newspapers in Bridge of Spies, this all assumes that changes to the plan will be necessary later on, and it prepares for them in advance. Presumably, you always hope to keep the order of scenes from the script when you cut the movie together, but the odds are that something won’t quite work when you sit down to watch the first assembly, so you build in safeguards to allow you to fix these issues when the time comes. If your budget is high enough, you can include reshoots in your shooting schedule, as Peter Jackson does, while the recent films of David Fincher indicate the range of problems that can be solved with digital tools in postproduction. But when you lack the resources for such expensive solutions, your only recourse is to be preemptively ingenious on the set, which forces you to think in terms of what you’ll want to see when you sit down to edit the footage many months from now.

This is the principle behind one of my favorite pieces of directorial advice ever, which David Mamet provides in the otherwise flawed Bambi vs. Godzilla:

Always get an exit and an entrance. More wisdom for the director in the cutting room. The scene involves the hero sitting in a café. Dialogue scene, blah blah blah. Well and good, but when you shoot it, shoot the hero coming in and sitting down. And then, at the end, shoot him getting up and leaving. Why? Because the film is going to tell you various things about itself, and many of your most cherished preconceptions will prove false. The scene that works great on paper will prove a disaster. An interchange of twenty perfect lines will be found to require only two, the scene will go too long, you will discover another scene is needed, and you can’t get the hero there if he doesn’t get up from the table, et cetera. Shoot an entrance and an exit. It’s free.

I learned a corollary from John Sayles: at the end of the take, in a close-up or one-shot, have the speaker look left, right, up, and down. Why? Because you might just find you can get out of the scene if you can have the speaker throw the focus. To what? To an actor or insert to be shot later, or to be found in (stolen from) another scene. It’s free. Shoot it, ’cause you just might need it.

This kind of preemptive ingenuity, in matters both large and small, is what really separates professionals from amateurs. Something always goes wrong, and the plan that we had in mind never quite matches what we have in the end. Professionals don’t always get it right the first time, either—but they know this, and they’re ready for it.

The fifteen missing pages

In 1972, after the massive success of The Godfather, the director Francis Ford Coppola announced that his next project would be an original screenplay that he had been trying to make for years. It was a curious blend of paranoid thriller and character study—Coppola would later describe it as a cross between Blow-Up and Steppenwolf—about a surveillance expert named Harry Caul. Paramount was anxious for him to get to work on the sequel to his first big hit, but Coppola optimistically hoped to squeeze in this more personal project between the two Godfather films. As the editor Walter Murch told the novelist Michael Ondaatje in their great book The Conversations, that isn’t quite how it worked out:

A good ten days of material [on The Conversation] was never filmed—Francis and the production team just ran out of time and money to shoot the entire script, and he had to go off to do preproduction on Godfather II. His advice to me at that point was, Well, let’s just cut what we have together and see if we can find a way to compensate for that missing footage. So from the beginning we couldn’t structure it the way the screenplay called for. I’d say there were about fifteen pages of script material that were not shot.

To make matters even more fraught, with Coppola effectively gone, the film was left in the hands of Murch and his assistant editor Richard Chew, neither of whom had ever edited a movie before. In Behind the Seen, Charles Koppelman describes their unlikely plan: “Coppola would show up every month or so…The three of them would screen [the film], spend a couple of days together going over ideas and making lists of things to try out. Then Coppola would disappear for another month.” It went on like this for an entire year.

More recently, another movie found itself in much the same situation, complete with a protagonist with a trademark raincoat and an oddly similar name. This time, it was the adaptation of Jo Nesbø’s thriller The Snowman, about the Oslo police detective Harry Hole. On paper, it looked great: the leads were Michael Fassbender and Rebecca Ferguson, Martin Scorsese was the executive producer, and Tomas Alfredson of the excellent Tinker, Tailor, Soldier, Spy was directing. Even before its release, however, there were rumors of trouble, capped off by a remarkable interview that Alfredson gave to Norwegian public broadcasting, which was quickly picked up by the Independent. For a film that has been in development for most of the decade—Scorsese was announced as the director way back in 2011, only to be replaced by Alfredson three years later—its actual production seems to have been untidy and rushed. As Alfredson revealed:

Our shoot time in Norway was way too short. We didn’t get the whole story with us and when we started cutting we discovered that a lot was missing…It’s like when you’re making a big jigsaw puzzle and a few pieces are missing so you don’t see the whole picture…[The reshoots] happened very abruptly. Suddenly we got notice that we had the money and could start the shoot in London.

Alfredson estimated that “ten to fifteen percent” of the script was never shot. And while it isn’t clear how this happened, if we’re talking about a screenplay of average length, the unshot material amounted to more or less what it was for The Conversation. Postproduction is always an exhausting, stressful stage, and both films went into it with fifteen missing pages.

Faced with this sort of situation, an editor has no choice but to be a genius, creating structure, connections, and entirely new scenes from the footage that he or she has available. As Murch says drily to Ondaatje, with considerable understatement: “We had to be pretty inventive.” He provides one example:

For instance, in one scene Harry pursues Ann—the young woman who was his surveillance “target”—to a park, where he reveals to her who he is and what her concerns for her are. Francis shot the park material, but the material leading up to it, including a chase on electric buses, was never shot…Since we had no fabric with which to knit it into the reality of the film, it floated for a while, like a wild card, until we got the idea of making it a dream of Harry’s, which seemed to be the way to preserve it within the film…When you have restricted material you’re going to have to restructure things from the original intent, with sometimes felicitous juxtapositions.

Much and Chew were novices, working independently, by trial and error, which was extraordinary even in the early seventies and would be utterly unthinkable today. With The Snowman, Universal did the obvious thing and brought in a ringer—they already had editor Claire Simpson, a veteran of such films as Platoon and The Constant Gardener, and to supplement her work, they hired none other than Thelma Schoonmaker, Martin Scorsese’s longtime collaborator and arguably the most acclaimed editor of her generation. (Murch himself was recruited to do similar duty for the remake of The Wolf Man, which implies that this sort of repair work is a good side gig for legendary editors in their twilight years.) The result, unfortunately, doesn’t seem to have been as inspired as it was for its predecessor. As Den of Geek writes of the opening of The Snowman: “The scene’s editing is full of jolts and strange elisions. Was the sequence originally much longer, but later cut down? Why does it all feel so disjointed?”

In the end, after seven years in development, The Snowman was dumped into theaters over the weekend to negative reviews and poor box office, and it seems likely to endure as one of those fascinating case studies that never get told in the full detail that they deserve. You could argue that it came down to the underlying material—The Conversation emerged from the creative peak of the most important American director since Orson Welles, while The Snowman, despite its elegant veneer of Nordic noir, was ultimately just another serial killer movie. But I think that the more accurate takeaway is that you never can tell. I’ve argued before that it doesn’t make sense to talk about a movie as being saved in the editing room, because every movie is saved in the editing room, but the conditions under which The Conversation and The Snowman were made certainly tested their editors’ ingenuity to the limit. It’s a situation that can produce great inventiveness and brilliant technical solutions, but a lot of it depends on luck, and we naturally remember the successes and forget the failures. At one point, Coppola considered halting work on The Conversation entirely, which prompted Murch to recall to Koppelman: “If we had postponed, The Conversation would have probably come out in late 1975, but with a cloud over it which would have been blamed on me—a rerecording mixer who had never edited a feature before.” Murch might well have never edited a movie again, and the history of film would be subtly different. Everyone involved with The Snowman seems likely to emerge unscathed, while the movie itself will live on as a cautionary tale of how all the skill in the world might not be enough to turn Harry Hole into Harry Caul. As Boris Lermontov says in my favorite movie by Michael Powell, Schoonmaker’s late husband and the idol of both Scorsese and Coppola: “Not even the best magician in the world can produce a rabbit out of a hat if there is not already a rabbit in the hat.”

Return to us

Yesterday, I was leafing through my copy of The Conversations: Water Murch and the Art of Editing Film, in which the novelist Michael Ondaatje interviews the movie editor whom Lawrence Weschler has called “the smartest person in America.” Murch, who worked on many of the films of Francis Ford Coppola and directed Return to Oz, has long been one of my heroes, and it’s worth listening to just about everything he says. (When my wife recently asked me if I could stand to hear anyone talk for four hours straight, I mentioned Murch first, followed by David Mamet and Werner Herzog.) As I was browsing through the book last night, however, I came across a line that I didn’t remember reading before:

As I’ve gone through life, I’ve found that your chances for happiness are increased if you wind up doing something that is a reflection of what you loved most when you were somewhere between nine and eleven years old.

I was very moved by this, because I’ve often thought the same thing. In the past, I’ve said that my ideal reader is myself in fifth grade—which doesn’t mean that I’m writing for kids—and that I judge my life by how closely it lives up to the hopes and expectations of that eleven year old. And although I haven’t always met that high standard, it’s still the closest thing that I have to a reliable moral compass.

Murch evidently agrees, but he also goes much further in identifying why this would be true. He continues:

At that age, you know enough of the world to have opinions of things, but you’re not old enough yet to be overly influenced by the crowd or by what other people are doing or what you think you “should” be doing. If what you do later on ties into that reservoir in some way, then you are nurturing some essential part of yourself. It’s certainly been true in my case. I’m doing now, at fifty-eight, almost exactly what most excited me when I was eleven.

And I think he’s getting at something immensely important here. The ages between nine and eleven strike me as a precious island of rationality, in its deepest and most meaningful sense. A boy of ten is a miniature adult in a lot of ways: it’s an age at which he is able to systematically follow up on his interests without much in the way of outside guidance, which may explain why the obsessions that he acquires around that time can be so lasting. For a few years, he’s thinking independently: he’s old enough to know that there’s more to the world than the toys and television shows that his schoolmates happen to like, and still young enough that he hasn’t started to feel anxious about his own preferences. In the language of biology, which obviously plays a central role here, it’s the narrow window of time in which the brain has achieved a certain structural maturity, but it hasn’t been taken over by puberty yet.

As Murch implies, it’s the choices that we make in that relatively objective life stage that reflect who we really are. A lot of complications are around the corner, which isn’t necessarily a bad thing—they’re the individual experiences that make us special, even if they assemble themselves in ways that we can’t control. I’ve noted before that I’m essentially the product of a handful of books, movies, and other media that I happened to encounter around the age of thirteen, but I don’t think I’ve ever made the connection with the more profound turning point that occurred a few years earlier. By the time I was ten, I knew that I wanted to be a writer, but for the specifics of how that would look, I had to wait until the world had given me a unique set of material. Elsewhere, I’ve described this process as a random one, but that isn’t really true: you’re exposed to dozens or hundreds of discrete influences in your early teens, and if five or six of them survive to shape who you are as an adult, that isn’t arbitrary at all. The result is such a useful source of insight about what truly matters to us that we probably should try to access those memories of ourselves more diligently. I haven’t accomplished everything I’ve tried to do, and I’ve got my share of regrets. But if I’ve been relatively happy in my work and life, it’s because I combined the goals that I set for myself at the age of ten with the pieces that stuck in my head when I was thirteen, as refined by the perspective of an adult. The closer I’ve kept to that standard, the happier I’ve been, and whenever I’ve strayed, I’ve been forcibly corrected.

The trouble, of course, is that the ages between nine and thirteen are exactly the ones that our culture tends to neglect. We’ve never been able to figure out what to do with kids in middle school, in part because they present such a wide range of development that there’s no single approach that makes sense, and perhaps because we’re still too traumatized by our own memories to look at it very closely. It’s also possible—and while I don’t want to believe this, I can’t rule it out entirely—that the neglect is intentional. Adolescence enforces conformity and undermines a lot of dreams, and I doubt many people get out of high school with their childhood ideals still intact. (If anything, it takes a conscious effort, in college and afterward, to go back and retrieve them.) But there’s an incentive for society to allow it to happen. Middle school and high school are particular kinds of hell that are designed to produce functional adults, and individual happiness isn’t a priority. At best, when we grow up, we’re allowed hobbies and side interests that appeal to who we were as children, even if our adult lives take us ever further away from those values. For most people, this isn’t a bad compromise, but it tends to separate the two halves, when we should be trying to bring them together. Our culture only becomes infantilized, paradoxically, when we no longer take our childhood selves seriously, or if we underestimate what we wanted for ourselves as grownups. And if it’s important to return to those dreams whenever we can, it’s not for the sake of the children we once were, but for the adults we could still become.

Walter Murch and the analog/digital divide

Walter Murch is the smartest person in America.

—Lawrence Weschler

If anything, this understates the case. Yesterday I attended a talk at the Chicago Humanities Festival given by Murch, the legendary editor and sound designer of such films as The English Patient and Apocalypse Now. Regular readers of this blog know how much Murch means to me: he’s a longtime friend and colleague of such directors as George Lucas and Francis Ford Coppola, and while he never quite ascended to their levels of wealth and power, he’s their equal, or better, when it comes to intelligence, artistry, and innovation. Murch is a polymath whose work expresses both a universal curiosity and a meticulous level of craft, as amply chronicled in his own book, In the Blink of an Eye, and such fascinating portraits as Michael Ondaatje’s The Conversations and Charles Koppelman’s Behind the Seen. And while he may not be as famous as some of his collaborators, he’s an esteemed figure within the world of film, as demonstrated by the crowd of groupies who pressed in afterward for an autograph. Confession: I was one of them.

In addition to everything else, Murch is a wonderful public speaker, an inexhaustible source of anecdote and insight delivered in perfectly formed paragraphs. (Not least, he’s the first speaker I’ve ever seen who actually knew how to use his own laptop to give a presentation—not surprising, since Murch is one of the great users of Apple products.) Inevitably, our hour with Murch flew by much too quickly; his interlocutor, critic Lawrence Weschler, spoke of another incident in which a presenter was booed for ushering Murch off the stage after he’d held the audience enthralled for six hours. But the conversation we did get ranged from discussions of Chinese calligraphy to the recent financial crisis, and from THX-1138 to The Conversation to The Clone Wars, an episode of which Murch recently directed. I wish I could quote it all here. Instead, I’ll just touch on a subject central to the talk: the transition from analog to digital.

For most of the history of cinema, editing film was both intellectually difficult and physically taxing. The sheer bulk of the materials involved was daunting enough: Murch points out that for combined sound and picture in 35 mm, one minute of film equals a pound of celluloid. For a movie like Apocalypse Now, this comes out to something like seven tons of raw footage. And when an editor working on film is seeking a particular frame, weighing only a few thousands of an ounce, he needs to keep good records—and, Murch adds, to have “a strong back and arms.” Today, of course, the situation has changed dramatically: with an editing platform like Final Cut Pro, which Murch famously used to edit Cold Mountain, instead digging through a bin for the right piece of film, you can call up the necessary frame at once. This makes the process much more efficient, but it also leads to certain losses. Here’s Charles Koppelman in Behind the Seen:

As Murch often points out, the simple act of having to rewind film on a flatbed editing machine gave him the chance to see footage in other context (high-speed, reverse) that could reveal a look, a gesture, or a completely forgotten shot. Likewise, the few moments he had to spend waiting for a reel to rewind injected a blank space into the process during which he could simply let his mind wander into subconscious areas. With random-access, computer-based editing, a mouse click instantly takes the editor right to a desired frame; there is no waiting, no downtime—and fewer happy accidents.

I’ve spoken before about the paradoxes involved in increased efficiency, and how to compensate for it, in my post on Blinn’s Law. And one of the most fascinating aspects of Murch’s work is his effort to deliberately introduce randomness and chance into the creative process. One of my few regrets about yesterday’s talk was that he was unable to discuss this in detail, since it’s one the most valuable lessons he has to share. Murch sometimes reminds me of Steve Jobs, with whom he corresponded at times, both in his fondness for black turtlenecks and in his efforts to bridge the worlds of the humanities and the sciences—and, even more crucially, the worlds of analog and digital creativity. As we pass ever further into the random-access age, it’s all the more important to listen to Murch, who tirelessly explores the future even as he unsentimentally points out the usefulness of the past. A computer, he notes, always gives you what you want; an older system, with its inherent unpredictability, often gives you what you need. Tomorrow, I’ll be talking more about how artists of all kinds can deal with this dilemma.

St. Francis of the Troubles

Last night, my wife and I watched the great documentary Hearts of Darkness: A Filmmaker’s Apocalypse, which will hopefully bring my resurgent fascination with Apocalypse Now to a close, at least for the moment. (Which is something my wife is probably glad to hear.) And yet I’m still not quite sure why this movie, so extraordinary and yet so flawed, seized my imagination so forcefully again, when it had been at least ten years since I saw it any form. Part of it, obviously, was learning about Walter Murch’s fascinating editing process in the book The Conversations, but I think it’s also because this movie represents an audacity and willingness to take risks that has largely passed out of fashion, and which I’m trying to recover in my own work, albeit at a much more modest scale.

For those of us who were too young, or unborn, to remember when this movie came out, here’s the short version. Francis Coppola, coming off the great success of the two Godfather movies, decides to make Apocalypse Now, from a script by John Milius, as the first movie by his nascent Zoetrope Studios, even though he isn’t sure about the ending. Instead of the small, guerrilla-style movie that other potential directors, including George Lucas, had envisioned, Coppola elects to make a big, commercial war movie “in the tradition of Irwin Allen,” as he says in Hearts of Darkness. He pays the most important actor in the world, Marlon Brando, three million dollars for three weeks of filming. The entire Philippine air force is placed at his disposal. He goes off into the jungle, along with his entire family and a huge production team—and then what?

Well, he goes deeper. He throws out the original ending, fires his lead actor (Harvey Keitel, who was replaced with Martin Sheen after filming had already begun), and puts millions of dollars of his own money on the line. When Brando arrives, hugely overweight and unable to perform the role as written, the rest of the production is put on hold as they indulge in days of filmed improvisations, searching for a way out of their narrative bind. Coppola is convinced that the movie will be a failure, yet seems to bet everything on the hope that his own audacity will carry him through. And it works. The movie opens years behind schedule and grossly over budget, but it’s a huge hit. It wins many awards and is named one of the greatest movies of all time. Coppola survives. (It isn’t until a couple of years later, with One From the Heart, that he meets his real downfall, not in the jungle but in his own backyard.)

This is an astonishing story, and one that is unlikely ever to repeat itself. (Only Michael Bay gets that kind of money these days.) And yet, for all its excesses, the story has universal resonance. Coppola is the quintessential director, even more than Welles. His life reads like the perfect summation of the New Hollywood: he began in cheap quickies for the Roger Corman factory, became an Academy Award-winning screenwriter, created two of the greatest and most popular movies in history, became rich enough almost be a studio in himself, gambled it all, won, gambled it all again, lost, spent a decade or more in the wilderness, and now presides over a vineyard, his own personal film projects, and the most extraordinary family in American movies. (Any family that includes Sofia Coppola, Jason Schwartzman, and Nicolas Cage is in a class by itself.)

So what are the lessons here? Looking at Coppola, I’m reminded of what Goethe said about Napoleon: “The story of Napoleon produces on me an impression like that produced by the Revelation of Saint John the Divine. We all feel there must be something more in it, but we do not know what.” And that’s how I feel about St. Francis of the Troubles, as David Thomson so aptly calls him. No director—not Lucas, not Spielberg, not Scorsese—has risked or accomplished more. If Zoetrope had survived in the form for which it had been intended, the history of movies might have been different. Instead, it’s a mirage, a dream, like Kane’s Xanadu. All that remains is Coppola’s voice, so intimate in his commentary tracks, warm, conversational, and charged with regret, inviting us to imagine what might have been.

Michael Ondaatje on first drafts

There are some writers who have a plan before they sit down for those years of writing a book—they have a concept or plot that’s very certain. These are good writers, who know exactly how the story will end. I seem to have none of those assurances. I’m much more uncertain, insecure almost in the way that I’m continually being fed and diverted by the possibilities from the world around me—chance anecdotes overhead, the texture within a rumour—as much as by what my research reveals. For those four or five years, I collect such things, and they fall into a form or a shape or a situation I have established…the final stages of the war in Italy, the preparation for death by a gunfighter…

I do this until I have a complete but rough first draft, by which time I’ve essentially discovered the story. I then put on a different hat…and I start eliminating the wrong notes, the repetitions, the trails that go nowhere. I start merging and tightening the work…at this stage three scenes can become one. I take this process as far as I can. There are numerous drafts…Eventually I try it out on my peers and my editor, and I try not to be too defensive about the work. I don’t always agree with them, but their responses and notes are an essential stage for me. The only way I can get that democratic, communal sense is to be not so sure about what I have done. But it is also important that I don’t show them the work until that stage is reached, until I’ve taken it as far as I can go. I don’t want their influence to come too early in the process after my discovery of the story and the form.

—Michael Ondaatje, The Conversations

Away we go

Today I start writing my second novel. It’s funny, because although I’ve been working nonstop as a writer for the past few years, I haven’t been in this particular position since October of 2008, when I sat down to write the first paragraph of what later became Kamera. A lot has happened since then: I’ve relocated from New York to Chicago, gotten married, and, after a few wrong turns, found an agent and publisher. But something about that decisive moment of facing a blank page hasn’t changed, and I doubt that it ever will.

In short, it’s a little terrifying. But I’m as prepared as anyone can be. I’ve been brainstorming this novel since before Christmas. Research for the first part of the story is done. I have notes from my trip to London and a detailed outline. For those of you who care about the numbers, my final outline ended up being just over 16,000 words long, for a section of the novel that I estimate will be something like 40,000-50,000 words in all. This may seem like a huge outline, but the framework it provides allows me to face each day’s work without being paralyzed by fear, even if the final result often departs radically from my intentions.

All in all, I’m pretty sure that in about five weeks, I’ll have something resembling a draft of Part I of Midrash. But uncertainties still linger—unanswered questions, characters who aren’t entirely clear, parts of the plot that don’t quite seem to fit together, as much as I’ve tried to stitch them into a seamless whole. And that’s how it should be. Yesterday, I quoted the film editor Walter Murch on the importance of ambiguity throughout the creative process. Later in that same section of The Conversations, Murch says:

…You have to acknowledge that there must be unsolved problems at each stage. As hard as you work, you must have this secret, unspoken hope that one very significant problem will remain unsolved. But you never know what that is until the film is done. You can almost define a film by the problem it poses, that it can’t answer itself, that it then asks the audience to solve.

Replace “film” with “novel” and “audience” with “reader,” and you have something very close to my own philosophy of fiction. Let’s be thankful, then, for unresolved questions, unsolved problems, and uncertainty—because that’s where good novels come from. Or so I hope.

And now I’m off to work.

Walter Murch on ambiguity

Each stage [of the filmmaking process] leaves a residue of unsolved problems for the next stage—partly because the particular dilemma you’re facing cannot be solved in terms of the medium you’re working in right then. For instance, at the script stage there may be issues that have to be left undecided, so the actors can have a fruitful ambiguity to work with. It would be deadly if you did solve all the problems in the script—you do not want to be asking for the gods’ help at every stage—because then everything subsequent would be a mechanical working out of an already established form…

But the paradox is that you have to approach every problem as if it’s desperately important to solve it. You can’t say, I don’t want to solve this because it’s got to be ambiguous. If you do that, then there’s a sort of haemorrhaging of the organism.

—Walter Murch, in The Conversations