Suw: Gavin Bell’s slides for his BarCampLondon3 presentation on the psychology of web sites and web design. Need to download to see the notes.
Suw: I’d not come across WikiPatterns until Roo Reynolds mentioned it to me, but I’m delighted to see them highlight the fact that a collaborative encyclopaedia is but one use of a wiki. Your wiki is not Wikipedia. Indeed.
Suw: It’s not just exotic animals and husbands that can benefit from a more thoughtful response.
Suw: I’m starting to see how incredibly important offline time is, not just for getting into a state of flow when working, but also for allowing free thought and assimilation of recently learnt information.
Suw: Hyperproductivity and social tools.
Kevin: Paul Bradshaw summarises Amy Gahran’s lessons in her Twitter/microblogging experiment. “If blogs are about niches, microblogging is about microniches. … So, think Madeleine McCann, not ‘news headlines‘
I got a late call on Monday inviting me to the roll out of Channel 4 Education’s new line-up. Hats off to Steve Moore for mentioning me and getting me invited. Steve thought I should be there because Channel 4 was shifting its educational focus from TV to other interactive platforms including social networks, online games and consoles.
The Media Guardian’s Jemima Kiss has the full write up (Yes, the Guardian is my day job):
Channel 4 has unveiled a slate of “high risk and experimental” projects based around social networking sites that it says will tackle the crisis of motivation in education.
The new commissions for 2008 – announced today – are part of the £6m educational budget for 14- to 19-year-olds which involves Channel 4 dropping much of its TV programming in favour of online projects.
What impressed me were a few things that Matt Locke and Alice Taylor – both ex-BBC and now Channel 4 Education – said about the process. Matt said that when they were thinking about the projects, they focused on five characteristics:
- About being playful. That’s not about being trivial, but about participation. Matt says that this teen audience does things without permission such as creating blogs, podcasts or their own music. They do this without training. “This is about playful exploration.”
- A social element. Teens go through a lot of change 14-19. They are trying out different selves and normally getting feedback from other teens, their parents and teachers. But now there are so many ways for teens to experiment with themselves and get feedback from a much broader context. Many projects will have social network component, but not just because social networks are the new media fascination de jour, Matt said. Social networks will provide teens with this broader context for social feedback.
- Exploration. BBC tells you what you need to know. Channel 4 helps you ask the right questions.
- The projects are built around tools and spaces that teens use – Bebo, MySpace, Flickr or YouTube – instead of creating our own tools
- They had to be fun.
But the big thing that Matt said was about cross-platform commissioning:
Cross platform commissioning is not about asking: Is it tele or is it web? But where is the audience? We have to commission for our audience wherever they are.
That’s huge. That’s platform-busting, open thinking. That’s the kind of thing that explodes content silos and realises the real revolution in digital content. It gets us past the newspaper versus TV, internet versus newspapers, this versus world of false platform choices. I also think that Matt’s formulation of focussing on the audience translates well to content makers who might otherwise be sceptical of cross-platform commissioning.
Alice did some ground-breaking research for the BBC, and I could tell both from Matt and Alice that they were excited at being able to put their ideas into practice. The Channel 4 Education projects will involve alternate reality games and Alice is keen to consider not only the internet but also consoles and handhelds.
If you’re a journalist and you think that games aren’t something to consider, look at World Without Oil. It was a “collaborative alternate reality simulating an oil shock”. ARGs can be like strategic games used by business, government and the military. They get people to consider scenarios and outcomes.
One of Channel 4’s game will be called Ministry, an online, networked ARG that challenges teens to think about online privacy and identity and how they apply to their lives. How do you develop trust with people you can’t see? Do you think about the information that you are posting online when it “remains persistent and public”? Those are issues that everyone, not just teens, should be thinking about.
They are also considering widgets not as signs of consumption but as a nuanced form of self-expression. Matt, Alice and the rest of the Channel 4 Education team have set themselves and ambitious agenda, and from the questioning, they face some scepticism from traditional educational circles. But they are moving into new areas, and they don’t have established models to use. Not everything will be a raging success, but they have a three to four year plan that will incorporate feedback from the projects and teens uptake and participation.
I also think Janey Walker, Channel 4’s Head of Education, challenged (possibly inadvertently) the idea that to cope with the dizzying array of choice that people have when it comes to information and entertainment that quality is the only solution. She said that Channel 4 Education had been making quality programmes but showing them when teens weren’t at home. TVs were being taken out of schools, and teachers were reluctant to push play on the VCR or DVD player to show a half hour programme. What happens if you make great, quality programming and no one is watching it?
As Matt says, it’s not about tele or the web, or 360 commissioning but about taking your content where the audience is. You can’t do what you’ve always done and hope or think that sooner or later people will consumer your content the way you want them to.
Kevin: David Sasaki who I met through Global Voices has a great post on motivations for being Open – both with software and content. For those of you who get paid to create content and wonder why people do it for free, read this post.
Suw: A lesson here, I think, for anyone presenting at a conference. Wouldn’t conferences be so much more interesting of presenters didn’t just stand there and drone on?
Kevin: Antony Mayfield asks: Makes me wonder what the role of a union is in this age for journalists. Should it be to focus on employers and policies or ways of encouraging journalistic enterprise? It’s in the wake of the NUJ Multimedia Working Commission
Kevin: Neil McIntosh reviews the NUJ’s Commission on Multimedia Working report. He says it’s a step in the right direction but is also concerned that it still contains the Code on ‘Witness Contributors’.
Kevin: Suw and I experienced this first hand recently with Virgin Media. Corporations can record our conversations with nothing more than a fig leaf of a disclaimer, but when we record conversations, we’re denied. There can’t be one law for companies and
Kevin: A podcast sceptic lists on MediShift gives reasons why she thinks that podcasts haven’t taken off. Too long. Unfocused. Good content hard to find. Hard to manage. Hard to ‘skim’. I didn’t listen much to podcasts until I got my iPod.
Suw: Excellent piece on productivity paradigms and how old school time-and-motion attitudes clash with web-based ways of working and being.
Suw: Title should read “Corporate bloggers create echo chamber as comfort blanket; refuse to accept criticism or talk to any real experts out there”. Read, and cringe. Oh, and notice lack of comments on their ‘blog’. Oh, the irony.
Suw. The problem with E2 in the corp environment: “people who use the new tools heavily — who post frequently to an internal blog, edit the corporate wiki a lot […] — will be perceived as not spending enough time on their ‘real’ jobs.”
Suw: How do teleworkers prove they’re working? “Workstreaming, the publishing of work-related activities and events to your remote colleagues, usually via RSS.” Hm, if you have to prove you’re working, you’re in the wrong job.
Suw: In short: Theory X = people are all lazy buggers; Theory Y = people may be self-motivated. An old theory, but relevant to the busy/bursty view and Enterprise 1.0 vs Enterprise 2.0.
Suw: Some completely wrong-headed thinking. Tools enable behaviours (you can’t cut with a fork, but you can with a knife); changing behaviour slowly changes culture. You can’t change culture without the right tools to support new behaviours.
Suw: Leisa Reichelt’s seminal post on ambient intimacy.
Kevin: Tours of Times and FT newsrooms give tips on how to spread the future in your newsroom. FT master classes over lunch. FT also builds story throughout the day online, not waiting for print.
Kevin: Thanks to Steve Petersen of Bivings for the link. Tom Curley of AP talks about future sources of revenue and states that breaking news is a premium business. He also argues that local news is a business model to grow.
Suw: I couldn’t agree with Deb (and therefore, Seth) more. PR people: Do not hunt me – I am not a creature to be captured and killed.
On Wednesday, I spotted a post from Michael O’Connor Clarke about Jeff Gerstmann, a games reviewer and Editorial Director at CNET‘s Gamespot, who appeared to have been fired for giving a bad review to Kane & Lynch. The game’s publishers, Eidos Interactive, had just bought hundreds of thousands of dollars’ worth of advertising on the site and the rumour was that they used the weight of that contract to force CNET to fire Gerstmann. It seems the news was broken in this Penny Arcade strip.
The implications of this rumour are clear: If CNET is bowing to pressure from advertisers to ensure that their own games are favourable reviewed, then CNET’s games coverage becomes not worth the electricity that lights its pixels. Indeed, the suspicion that CNET can be bought immediately devalues all its reviews, across all sectors. If the PR, advertising and editorial departments submit to bullying from one vendor, then there’s no reason why they aren’t doing the same for other vendors. This is potentially very damaging for CNET as it destroys readers’ confidence that what they are getting is honest, unbiased opinion.
As Kotaku says:
As our tipster points out, if the rumor is true, it could point to a distressing precedent at Gamespot and parent company CNet. “As writers of what is supposed to be objective content, this is our worst nightmare coming to life,” wrote the tipster.
Our efforts to confirm the story with Gamespot haven’t proved successful. Our current requests with PR, Gerstmann and other CNet contacts have either gone unanswered or yielded a “no comment.”
But rather than address the rumours head-on, CNET shilly-shallied about:
CNET allowed hours to pass by as people continued to spread word of the firings, creating incensed users everywhere. They issued no formal statement and made no attempt to defuse the situation. Eventually, they came out with what I refer to as a “non-denial denial,” in which they made no reference to the controversial situation, resorting to generalized statements about how CNET is a bastion of “unbiased reviews.”
And the first formal response on Gamespot is a masterpiece of not really saying anything:
Due to legal constraints and the company policy of GameSpot parent CNET Networks, details of Gerstmann’s departure cannot be disclosed publicly. However, contrary to widespread and unproven reports, his exit was not a result of pressure from an advertiser.
“Neither CNET Networks nor GameSpot has ever allowed its advertising business to affect its editorial content,” said Greg Brannan, CNET Networks Entertainment’s vice president of programming. “The accusations in the media that it has done so are unsubstantiated and untrue. Jeff’s departure stemmed from internal reasons unrelated to any buyer of advertising on GameSpot.”
“Though he will be missed by his colleagues, Jeff’s leaving does not affect GameSpot’s core mission of delivering the most timely news, video content, in-depth previews, and unbiased reviews in games journalism,” said Ryan MacDonald, executive producer of GameSpot Live. “GameSpot is an institution, and its code of ethics and duty to its users remains unchanged.”
Whilst neither CNET nor Gerstmann were willing to discuss exactly what happened, Gerstmann was keen to play down the implications of his firing by telling MTV’s Multiplayer blog that there’s no reason for gamers to doubt Gamespot’s reviews.
Despite that, public opinion in the gaming world swung against CNET, despite the hints that Gerstmann’s firing may be nothing to do with Kane & Lynch, and more to do disagreements with (new) senior manager Josh Larson. If I may quote liberally from Kotaku:
Speaking with a Gamespot employee yesterday who asked not to be named for this story, we’ve learned that, despite the neutral nature of the Gamespot news item on the matter, the editorial staff is said to be “devastated, gutted and demoralized” over the removal of former editorial director Jeff Gerstmann. While the termination of Gerstmann, a respected fixture at Gamespot, was pitched to his remaining colleagues by management as a “mutual decision”, it was anything but, we’re told.
The confusion over the reasons for Gerstmann’s termination, compounded with a lack of transparency from management has created a feeling of “irreconcilable despair” that may eventually lead to an exodus of Gamespot editorial staffers. “Our credibility,” said the source, “is in ruins.” Over the course of the previous days, a “large number of Gamespot editors” have expressed their intentions to leave. Tales of emotionally deflated peers, with no will to remain at the site, were numerous.
Unless cooler heads prevail or concerns are addressed, Gamespot could see “mass resignations”, our source revealed.
Rank and file employees of the Gamespot organization are unaware of the real reasons behind Gerstmann’s termination. Our source admitted that Eidos was less than pleased with the review scores for Kane & Lynch: Dead Men, but the team has “dealt with plenty of unhappy publishers before.” Our contact stressed that “Money has never played a role in reviews before” and that “[Gamespot] has never altered a score.” No pressure from management or sales has been exercised to remove or alter content, the source reiterated.
However, the source did speculate that disagreements between Gertsmann and VP of games Josh Larson may have been the root cause of the former being terminated. Larson, successor to former editor in chief Greg Kasavin, was described as out of touch with the employees who report to him. The VP is the one allegedly responsible for telling Gamespot editorial staff that it was Gerstmann’s “tone” that was at the heart of his dismissal.
Then, on a Valleywag post disputing the theory that Gerstmann was fired for a bad review, someone who appears to be a Gamespot insider left a number of rather damning comments (again, summed up well by Kotaku):
No one wants to be named because no one wants to get fucking fired! This management team has shown what they’re willing to do. Jeff had ten years in and was fucking locked out of his office and told to leave the building.
What you might not be aware of is that GS is well known for appealing mostly to hardcore gamers. The mucky-mucks have been doing a lot of “brand research” over the last year or so and indicating that they want to reach out to more casual gamers. Our last executive editor, Greg Kasavin, left to go to EA, and he was replaced by a suit, Josh Larson, who had no editorial experience and was only involved on the business side of things. Over the last year there has been an increasing amount of pressure to allow the advertising teams to have more of a say in the editorial process; we’ve started having to give our sales team heads-ups when a game is getting a low score, for instance, so that they can let the advertisers know that before a review goes up. Other publishers have started giving us notes involving when our reviews can go up; if a game’s getting a 9 or above, it can go up early; if not, it’ll have to wait until after the game is on the shelves.
I was in the meeting where Josh Larson was trying to explain this firing and the guy had absolutely no response to any of the criticisms we were sending his way. He kept dodging the question, saying that there were “multiple instances of tone” in the reviews that he hadn’t been happy about, but that wasn’t Jeff’s problem since we all vet every review. He also implied that “AAA” titles deserved more attention when they were being reviewed, which sounded to all of us that he was implying that they should get higher scores, especially since those titles are usually more highly advertised on our site.
Eventually, Gamespot management did address the issue, although they maintain they are legally unable to discuss why Gerstmann was fired, the categorically deny that it was because of pressure from Eidos.
Q: Was Jeff fired?
A: Jeff was terminated on November 28, 2007, following an internal review process by the managerial team to which he reported.
Q: Why was Jeff fired?
A: Legally, the exact reasons behind his dismissal cannot be revealed. However, they stemmed from issues unrelated to any publisher or advertiser; his departure was due purely for internal reasons.
Q: Was Eidos Interactive upset by the game’s review?
A: It has been confirmed that Eidos representatives expressed their displeasure to their appropriate contacts at GameSpot, but not to editorial directly. It was not the first time a publisher has voiced disappointment with a game review, and it won’t be the last. However, it is strict GameSpot policy never to let any such feelings result in a review score to be altered or a video review to be pulled.
Q: Did Eidos’ disappointment cause Jeff to be terminated?
A: Absolutely not.
Q: Did Eidos’ disappointment cause the alteration of the review text?
A: Absolutely not.
Q: Did Eidos’ disappointment lead to the video review being pulled down?
A: Absolutely not.
Q: Why didn’t GameSpot write about Jeff’s departure sooner?
A: Due to HR procedures and legal considerations, unauthorized CNET Networks and GameSpot employees are forbidden from commenting on the employment status of current and former employees. This practice has been in effect for years, and the CNET public-relations department stuck to that in the days following Jeff’s termination. However, the company is now making an exception due to the widespread misinformation that has spread since Jeff’s departure.
Q: GameSpot’s credibility has been called into question as a result of this incident. What is being done to repair and rebuild it?
A: This article is one of the first steps toward restoring users’ faith in GameSpot, and an internal review of the incident and controversy is under way. However, at no point in its history has GameSpot ever deviated from its review guidelines, which are publicly listed on the site. Great pains are taken to keep sales and editorial separated to prevent any impression of impropriety.
For years, GameSpot has been known for maintaining the highest ethical standards and having the most reliable and informative game reviews, previews, and news on the Web. The colleagues and friends that Jeff leaves behind here at GameSpot intend to keep it that way.
The problem is, the damage has been done. Whatever the reason for Gerstmann’s dismissal, the appalling way that CNET handled the crisis means that a lot of people now believe that the Chinese wall that separates advertising and editorial has been permanently damaged. That in and of itself means that both Gamespot’s and CNET’s credibility has been severely dented and if there’s one thing that a publisher cannot afford to do, it’s to appear even for a moment to be in the pockets of its advertisers. Readers want impartiality, honesty, transparency, and if they sniff a rat they’ll leave in droves.
CNET should never have fired Gerstmann without thoroughly thinking through the implications of such a precipitate dismissal. Doing so without a strategy in place for addressing the inevitable rumour that would follow was stupid and short-sighted. In any company, that sort of “marching off the premises” style of dismissal is bound to cause a rumpus, especially when the person being fired, as Gerstmann appears to have been, is much loved by their colleagues and readers, and has been there for so long. It shouldn’t have taken a genius to realise that there’d be a pretty strong reaction against it, and that some sort of thought should be given to how to address the rumours early on.
Whether Gerstmann was fired because of Larson, or Eidos, or something else, is almost irrelevant now. The conclusions one can draw are that either CNET’s in bed with its advertisers, or it’s being managed incompetently by someone prone to throwing hissy fits and firing people on the spot. If one were being generous, one might just put this down to an HR/PR fuck-up, but there is a valuable lesson to be learnt by every publisher and every company with externally-facing bloggers: Look before you fire.
Kevin: Umair says: “Facebook’s DNA was built for the massconomy. Unfortunately, Facebook is at the forefront of the edgeconomy. This fundamental strategic mismatch is why Facebook’s problems are growing – and will continue to accelerate.”
Kevin: Steve Karp says that Facebook got it so wrong with Beacon, their ad network because “it’s acting like a traditional media company with monopoly control of its channel.” But how many other media companies behave this way? Almost all of them.
Kevin: Jeff Jarvis sets the record straight. This isn’t about us versus them, professional journalists versus bloggers or citizen journalists. It’s collaborative, which is why the term networked journalism is not only more used these days but also more ap
Kevin: How much data are we willing to put in the ‘clouds’? Interesting article about cloud computing. This is really an old extension of the client-server model, this time looking at distributed storage and services.
Kevin: What a great edition for a real estate section, a blog written by a couple building their dream home. Brilliant idea and well done. Lots of quality comments and a good sense of community here.
Kevin: FCC clearance of aspects of Sam Zell’s Tribune deal are the easy part. The heavily leveraged deal now looks more than optimistic. Zell is left looking for ways to extract more revenue from the sale of the Chicago Cubs.
Kevin: Looking at whether e-Ink could swing newspapers back into the black. I’m sceptical. But in this article, cutting print costs could save a hypothetical newspaper 38% of its revenues. But that’s assuming similar reach and revenues.
Kevin: Roy Greenslade, one of our best bloggers at the Guardian, is always a winner in my mind, but in this case, Roy is given kudos for great blog design and readability on the iPhone. An unforeseen benefit of our redesign earlier this year.
Kevin: New York Times reports on how the Associated Press is reorganising for a 24-hours news cycle and multimedia working in a move called the “Digital Cooperative”.