Gamergate, journalism and the dark future of politics

The extremely violent hate posse attacking women in conjunction with Gamergate is horrific. Whatever other issues are involved, the fact that women have been threatened and intimidated so graphically and violently that they have been driven from their homes pushes the weak accusations of compromised gaming journalism to the background. However, it shines a spotlight on some troubling trends that we’re going to have to grapple as digital technologies reshape our societies.

Gamergate isn’t just a group of criminally violent griefers intent on making women’s lives miserable as a form of sport. As Kyle Wagner of Deadspin points out, there are also groups using it to engage in “grievance politics”:

In many ways, Gamergate is an almost perfect closed-bottle ecosystem of bad internet tics and shoddy debating tactics. Bringing together the grievances of video game fans, self-appointed specialists in journalism ethics, and dedicated misogynists, it’s captured an especially broad phylum of trolls and built the sort of structure you’d expect to see if, say, you’d asked the old Fires of Heaven message boards to swing a Senate seat. It’s a fascinating glimpse of the future of grievance politics as they will be carried out by people who grew up online.

These groups are very effectively exploiting weaknesses in mainstream journalism. As Wagner says, “Even when not presupposing that all truth lies at a fixed point exactly equidistant between two competing positions, the American press works under the assumption that anyone more respectable than, say, an avowed neo-Nazi is operating in something like good faith.” Journalism is really poor at dealing with bad actors, tending to treat them as if they are acting in good faith and thus giving them a legitimacy that they do not deserve.

As journalists, we’ve got to stop allowing ourselves to be played like chumps, especially when it comes to politics. We all know the game. We’re being spun, but at some point, we have to be brave enough to call bullshit. As the editor of two local newspapers, trust me, I get a lot of pressure from readers to toe their political line. However, it is a fundamental part of our job to help our readers separate spin from reality, not to parrot talking points and definitely not to cave to political bullies.

We’re going to have to up our game quickly. Wagner’s article reminded instantly of Neal Stephenson’s dystopian political thriller, Interface, which he wrote with his uncle, J. Frederick George. I’ll agree with our friend Cory Doctorow, that the book is an “under-appreciated masterpiece”. I read the book in 2008, and the parallels with that year’s presidential election were eerie. The book, written in 1994, looks at the politics in a United States laid low by a housing crisis. An Illinois governor (rather than a Senator) is running for president and his campaign uses data to segment the electorate, something which is common place now that it has led to a technological arms race between campaigns to have the best data crunchers.

In Interface, the bad actor was a terrifying mash-up between Karl Rove (or most likely in 1994, his mentor Lee Atwater) and Hannibal Lechter. You don’t need a political bogey man to see where this leads. Combine ruthless political ambition, the unlimited cash of Citizens United era and a technological arsenal that only Neal Stephenson could dream of, and you can easily chart the terrifying trajectory of politics in the real world.

When I was covering the 2000 US presidential election, there was a couple of rich Texans who set up a shell political group, Republicans for Clean Air, attacking John McCain’s environmental record to support George W. Bush. Texas entrepreneur Sam Wyly headed up the group and had donated thousands to Bush’s campaign. His brother Charles, was a Bush “Pioneer”, a supporter who had helped raise more than $100,000 for the Bush campaign. The issues ads allowed the Wyleys to spend even more to support the Bush campaign. McCain cried foul, called Republicans for Clean Air a “sham group”, and said that the Bush campaign had to have been coordinating with the group, something which then and now would have been illegal. However, the McCain campaign was never able to prove coordination. More than a decade ago, we already saw the kind of campaigning that the Citizens United case would unleash.

Of course, that is low-tech, linear TV’s child play compared to what we are seeing with Gamergate. When you look at the techniques being used by some of these groups, such as creating sockpuppet social media accounts and using feminist critiques as a weapon against Brianna Wu (to demonstrate that her games were “anti-feminist”), you quickly get a sense of how the next partisan political scorched earth campaign will be fought. Sockpuppets will become the weaponised drones of popular opinion, amplifying marginal views so that they swamp mainstream opinion. The newest import from China will be the 50 Cent Party of paid political commenters. Gaming the system will take on an entirely different meaning.

With unlimited money flowing into politics thanks to Citizens United, a lot of cash could be poured into automating the process. Who needs robo-callers push-polling voters when you’ve got an army of AI-driven Twitter and Facebook accounts all spewing your line and endlessly quoted by cable TV show hosts who don’t care if the accounts are real, only if they reinforce their own talking points? They’ll be found out eventually, but it will be too late. A cynical electorate will be even more confused and all but the hardest of partisans will simply roll up into a foetal position to shut out the cacophony of spin. Moderates will be further marginalised as the bases retreat to the comfort of their sock puppet spun reality. Heaven help us.

Facebook and co-opetition: I don’t fear reality but I want my reporters to eat

If Facebook and journalism had a relationship, it would be: It’s complicated. David Higgerson urged “journalism … to get over its fear of Facebook“. He wrote:

Facebook is huge, and needs to remain huge. To do that, it needs to remain relevant to users. It needs to ensure it doesn’t alienate people. That, in turn, is good news for journalists and news organisations. We want our content to be read. Facebook is telling us it has a huge audience and it wants to get stuff they will like to those people.

Facebook is a market reality. I don’t fear Zuck and his crew. And of course we want our content to be read, and there is absolutely no doubt that Facebook drives a lot of traffic to our content. However, as News Corps’ Senior Vice President of Strategy said on Twitter:

https://twitter.com/raju/status/519826711353896961

Yeah, we want people to read our content, to pay attention to our journalism. Facebook has a huge audience and can help us meet that goal.

But using Facebook to grow audience is only part of winning in the attention economy. The other challenge we must face is how to monetise that attention. The readers of my two papers see our Facebook Page as the freesheet of the digital age. Hell, they say as much. How do I help those readers help me pay for the journalism we’re doing? That’s a really important question.

The angst about Facebook with respect to journalism is about that value exchange, making sure that we get as much out of sharing our content on Facebook as Zuck gets out of it in terms of good old dollars and cents, pounds and pence. To quote my good friend and university classmate Theo Francis who works at the Wall Street Journal, we know we are creating value as journalists, but how do we capture it.

No serious journalistic leader that I know of is saying ignore or be afraid of Facebook, and of course, we need to make sure our content is where our readers are. We’ve moved on from that discussion, and it’s time to acknowledge that on the digital side so we can focus on the hard work of figuring out how to capture the value in the attention we earn. We cooperate with Facebook in gaining attention. We compete with Facebook in monetising that attention. That is the reality we need to face. So, yeah, as a relationship it’s complicated.

But it’s time to get real. At this moment of great flux in the attention economy, we know that any ole fool can publish, but it’s a bitch getting paid. Attention is great, but it only goes so far when it comes to paying the rent or paying staff. I can’t pay my hard working reporters in Likes. I know what Zuck gets out of my papers having Facebook pages, and I know Facebook helps me win in the battle for attention in my communities. I’m working hard to figure out how to turn those Likes into subscribers, opportunities for advertisers and cold hard cash to pay my staff.

That’s not hating on Facebook. It just is what it is, and although I could do a lot of things, I have chosen to fight the fight on the front lines of local journalism. It’s a fight I aim to win.

ICYMI – Gannett at #ONA14: Data-driven insights with Chartbeat

I missed the Online News Association conference last week because I had just returned from Asia speaking at the WAN-IFRA India conference and doing some data journalism seminars with journalists in India and Singapore.

However, my Gannett colleagues were at ONA14 in force, and they highlighted how we’re using analytics tools like Chartbeat to make sure that our journalism reaches the widest audience. We’re doing that with a mix of dayparting and content programming to make sure that we have the right content for the right audience at the right time of day, and we’re also driving an audience focus in our newsrooms that delivers real public service and engagement.

Kevin Hogan, who is the digital editor for some Gannett sites in New York, created a great Storify summary of the discussion at the Gannett Salon about the insights that Chartbeat is providing us.

A few highlights:

  • Only about four percent of readers who come to a story from a link shared on social media will return to the homepage of the site.
  • At Gannett, we get our highest loyal traffic at 9 am in the morning. This is definitely true at my sites. Traffic starts building at about 6:30 to 7 a.m. and then starts a gentle glide path downward through the day after 10 a.m.
  • Readers use tablets and mobile more in the evening. Our desktop/mobile mix shifts to mobile between 4 to 6 p.m., and it is driven almost entirely by Facebook.

News organisations need to focus on customer data as mobile payments take off

With a number of new and updated products announced, Tim Cook looked to make Apple his own just shy of three years since Steve Jobs death, and while much of the focus has been on the Apple watch, to me the most interesting part of the event was mobile payments. I instantly started thinking about how mobile payments would affect the business of journalism. 

Alan Mutter updated a post he wrote on how mobile payments could revolutionise commerce, including the commercial world of journalism. For me, these four paragraphs are key:

Although the outlook (for mobile payments) is unclear, there can be no question that mobile payments will revolutionise marketing by creating an ocean of real-time, granular and precise consumer data.

This matters to publishers and broadcasters, because it means that marketers in the future probably will vector ever more of their advertising dollars into direct connections with consumers, instead of mass media. …

Because rich data – not mass audiences – will be the name of the game in the future, every local media company should be gathering as much data as possible about every household and individual in the community it serves.

The most immediate opportunities to do this are through newsletter programs, contests, site registration and smart mobile apps. Obviously, all of these tactics require close attention to government and corporate privacy policies.

We live in a world of data. Data really is the new oil, and while the challenges for news organisations are myriad, data – and not just in terms of storytelling – is increasingly important. The organisations that master data will be the master of their own destiny, and for news organisations, this might be one of the best last opportunities to retake the initiative. 

Journalism job seekers: What to bring to the interview

I know from my own recent job search how difficult it is to get that interview. Once you get an interview, you want to give it your best. From my own recent experience interviewing journalism candidates, I found that candidates, both starting out and experienced, were failing to put their best foot forward once they landed an interview.

Since starting as executive editor for two newspapers in February, I’ve been through two interview cycles, one to fill the position of regional features editor and another for summer intern positions in both of my newsrooms. Now that I’ve conducted a couple of dozen interviews with candidates, I’m going to offer up some advice to job seekers. Most of this I would have thought obvious, but I have been shocked at how few candidates I interviewed came properly prepared.

  • Come with story ideas. Whether it is for a reporter’s or an editor’s position, prepare detailed and relevant story ideas to discuss in the interview. For both the editor’s role and the summer intern position, I had people completely fail to bring story ideas. That doesn’t fill me with confidence in your interest in this position.
  • Research my publications. Throughout my job search, when I got an interview I did as much research about the publications of my potential new employers as I could. Not only does this generate the story ideas mentioned above, it also allowed me to demonstrate some understanding, admittedly superficial, of the local news climate and the challenges facing the business. I was shocked when applicants hadn’t even bothered to look at my sites.
  • Do a little research about the community. The more that you can demonstrate an understanding of the communities and audiences you will be serving, the better. An international business newspaper has a very different community to a local weekly, for example, and story ides for one may not work for the other. Researching the community will, again, help you come up with relevant story ideas.
  • Bring ideas on how to build audience and yes, revenue. This isn’t a mistake, but in this competitive job market, this gets my attention. A couple of candidates for the regional editor’s position highlighted this in their resumes and cover letter, and it immediately got my attention. Although both were ultimately unsuccessful, this got my attention. In 2014, a journalist needs to know and care about the business.

I would have thought that most of this was Job Search 101, but I was surprised at how poorly prepared some of the people who applied for jobs at my papers were. One applicant for the regional features editor’s job didn’t even seem to be aware of the job she had applied for, saying that she wanted to be a features or opinions editor. Within a few minutes it became obvious that she was neither interested in nor prepared for the interview. It was a first round interview to winnow the field, and she definitely made my job easier.

In both interview cycles, we ended up with great candidates who made the final choice very difficult. The successful candidates came to the interview with energy, knowledge of the papers and community, and great story ideas.

The journalism job market is very tough. I know: I spent six months last year looking to move from media consultancy back into a full-time newsroom leadership position. It was a lot harder to get interviews this time round than was back in 2006, the last time I was looking for a job. So when you do land that interview, you really want to nail it.

I don’t think that any of the advice above is earth shattering, but based on interviews I’ve conducted recently, it either isn’t universally known, or candidates think they don’t have to bother. But if you really want that job, then a little legwork up front will pay big dividends when it comes to the interview.

I’m doing a new round of interviews for a reporting position in one of my newsrooms. We’ve already had a number of strong applicants, but if you have a passion to create the future of local journalism, then I want you to apply. I’ll be starting the first round interviews soon so don’t delay.

Fall in love with the story, not the storytelling technique

It is great to see a new era of digital storytelling innovation and experimentation, and it isn’t just one form of storytelling but several.

  • Social media has become an important way to engage audiences around content, and social tools also give reporters an excellent way to report stories in real-time.
  • Data journalism has expanded dramatically over the last decade. We have data APIs, data visualisations and new forms of data-driven interactives. At the same time, data journalism has become more accessible with tools like Google Spreadsheets and Fusion Tables, Datawrapper and Tableau Public, just to name a few.
  • New forms of video journalism mixed with animation and data visualisations, what the BBC has called visual journalism. One of my favourite examples of this kind of journalism was the New Yorks series of animated data stories around the 2012 London Olympics, such as this one comparing Usain Bolt to other runners.
  • Of course, we also have a lot of experimentation in new styles of long-form journalism, with the New York Times’ Snowfall spawning a huge range of experimentation and excitement amongst journalists.

The biggest challenge for most media organisations is to choose the right technique for the story. Large organisations are deploying all of these techniques, but even large organisations need to prioritise their resources. For smaller newsrooms, the demands of digital often seem overwhelming and prioritisation is essential, especially as they work heard with smaller staffs to feed the goat.

To prioritise, news organisations need key members of editorial management who can choose the right technique for the story. Social media can be used to engage readers around most stories, but not all stories arise out of the conversations audiences are having. Long-form journalism only works for certain kinds of stories, and for news organisations to invest the amount of time and resource to do these, they also need to know that the story will resonate with audiences.

For me this all comes down to something that John Waters recently said on NPR as he was promoting a new book about a cross-country hitchhiking adventure he took. He said:

If I never make another movie, I’m fine. I’ll write another book, I’ll do another spoken tour, you know. I have many ways to tell stories that I like equally the same.

Fall in the love with the story not the storytelling technique. The best thing you can do for the story you love is to tell it in the way it was meant to be told. That will give the best chance that it will be read, viewed, shared, discussed and interacted with by audiences.

Newsroom tools and culture change

Melody Kramer, one of the two-person social media team at NPR has a great post discussing how she and her colleagues built a tool to measure key metrics around the public broadcaster’s content. The post is a great overview of newsroom tool development, but more than that, it displays a great understanding of how to use tools to support and drive culture change.

You can build the most useful tool in the world, but if you can’t change people’s behaviors so that they use the tool and understand the value of the tool, then what’s the point? Culture—and changing existing habits—is key to introducing a new product in a newsroom.

How did they change culture?

To support the necessary cultural change we also launched the dashboard simultaneously with an auto-generated daily analytics email—one that summarizes the dashboard’s stats from the previous day, and linked to the dashboard for the 50 top stories from the day before—instead of the stories themselves. This means that everyone at NPR is exposed to the dashboard on a daily basis. In addition, we send out a daily email with social tips and tricks.

Brilliant post well worth reading.

Interrogating journalism: Asking how audiences are informed in the 21st Century

As journalists, we know how important it is to ask the right question in an interview. As we try to grapple with the disruptive forces that have been eroding the audience for print journalism, asking the right questions has never been more important. The questions, and the way that we frame the challenges that our industry faces, will determine whether many of our news organisations will survive. I was reminded of this when reading an incredibly insightful post by George Brock, a friend and the Head of Journalism at City University London. George took the recent report on innovation that the New York Times carried out and framed the challenge as much more fundamental than the authors of the report did.

The overwhelming impression given by the young guns of the NYT is that they don’t want to ask any question which might pose existential questions for their own institution. How do people learn about the world now? How does information really move and why? How do we use these flows to tell people what we think they should know? Does “journalism” have a role in this?

George is spot on. The questions have to be this probing.

Most legacy organisations understand that they need to change, to innovate, to do things that they currently aren’t do. However, what the New York Times report points to is that it is very difficult for traditional news organisations to get away from what they have traditionally done. Culture is fundamental to The Times, and it binds its staff together. However, culture can also bind news organisations to their past. The Times’ report talks about how dominant Page 1 thinking still is.

I have seen so many reports over the years that start down the innovation road, but they somehow get stuck in the gravity well of their own massive sense of the value of what they currently do and often how they currently do it. They cannot reach escape velocity to explore the new frontiers of how people are being informed in the 21st Century.

As Clay Christensen says, the jobs that our audiences need doing don’t change, but how they do those jobs does. What jobs are our audiences trying to get done, and how do we compete in doing those jobs?

George is asking an important question. Journalism has played a key role in informing people, but is journalism as we have practiced it the way that most people are now informed? If the question is no, what is the future for news organisations?

To serve your audience, stop feeding the goat

To transform, local news operations will have to fundamentally rethink what they do and what they stop doing. We know that we have to attract new audiences, deliver new services and find new ways to earn revenue to support this transformation. However, it is easy to feel like we’re drowning on a daily basis feeding the beast, or as the authors of a report from the Reporters’ Lab at Duke University put it, feeding the goat.

Nieman Lab summarised the report that looked at why local news operations weren’t innovating. The report found that local newsrooms felt that they had little time or resources “to try experimental reporting methods — especially data journalism”.

How to find time to innovate?

The local newsrooms that have made smart use of digital tools have leaders who are willing to make difficult trade-offs in their coverage. They prioritize stories that reveal the meaning and implications of the news over an overwhelming focus on chasing incremental developments. They also think of the work they can do with digital tools as ways to tell untold stories — not “bells and whistles.”

Amen. As my friend Adam Tinworth said in response to my recent post about building a community platform, it’s not about doing more with less but actually doing different things.

I am finding time to innovate because I am building partnerships with local institutions to add context and depth to our coverage. We aren’t just aggregating content, but more importantly, we are aggregating authentic voices in our communities. We are thinking about coverage thematically rather than focusing on incremental stories and engaging our communities in that coverage. Thematic series allow us to weave a deeper narrative that builds loyal audiences.

We will build this loyalty through a mix of technology and real engagement that goes far beyond simply sharing our stories through social media. The community platform strategy is about building a deeper relationship with our communities. We’ve taken the first step, and over the coming months, we will be doing much more not just at the two papers where I’m executive editor but at the 10 papers in the Gannett Wisconsin network.

In the coming months, I want to accelerate the changes I’m making, but to do that, I will have to think hard about what we stop doing. We simply do not have the resources to cover everything that we have in the past in the way that we did it in the past. We will cover how the local council is buying properties and selling them to developers who will add more apartments downtown for young professionals. However, I will do that in part by engaging young professionals to write, rather than simply having my staff write more stories.

Doing new things feels exciting, but the less exciting, more risky and yet absolutely essential thing I have to decide is what we stop doing. I don’t want to simply cut back, but to free up resources to do new things, I have to figure out what we stop doing. So far, the audience is responding to what we’re adding rather than noticing the things that we have scaled back on. Long may it continue, and I think it will because what we are doing feels like it has more impact, more depth so people are focusing on that rather than what we’re no doing anymore. I am also using technology to smartly import local events calendars from public institutions and then automatically reverse publishing into print with as little production as possible. More on that later.

I’ve got a meeting with my two news editors coming up where we talk about what we stop doing, what we can outsource to machines and what we do to partner with our communities.

I don’t have all of the answers. If you’re an editor, what are you deciding to stop doing? And just as importantly, what is that allowing you to do that you couldn’t before? I’d love to hear your ideas.

Rebuilding journalism through building a community platform

Shebpressteched

Last year, as my job search started to lead back to newspapers and back to community journalism, I started to think about the challenge and how I might meet it. When I wrote that blog post, I got a bit of pushback on Twitter about how stretched local newsrooms are. I knew that then, and now, I live that challenge. I wrote then:

After years of declining readership and revenues that have led to savage cuts, to say that local journalists are stretched thin is an understatement. They are stretched to breaking point.

Newspapers need to fight for new audiences and new revenue, and they must do that without new resources. As I said in my blog post last year:

When the cuts started, the talk was about ‘doing more with less’. It was about finding efficiencies and cutting out the duplication of effort, but after years of cuts, newsrooms now find themselves able to do less with much less. Editors have had to become a lot more creative on how they work with the staff they have left, with other resources if they are in a group, and with their communities.

When I landed in my new job as executive editor of two newspapers in Wisconsin, I had to prioritise what I would do, and to be honest, I didn’t think I would really be able to start my community platform strategy for months, possibly not until the autumn. But then my communities surprised me. Many people I met said they wanted more from the newspaper. I was honest with them and told them that they wanted the same thing I wanted, a vibrant newspaper. To achieve that, I told them I would need their help, and I was concrete on how they could help.

Since I started marrying social media and journalism way back in 2000, I have continually been surprised by how people and communities engage when you give them a specific thing to do. My communities have really responded, especially the schools.

As a new editor and very much new to my communities, I have made a point to meet leaders in my communities. As I met school leaders, they were very enthusiastic about the partnership that I wanted to create with them. I wanted to give students an opportunity to be heard in the newspaper, and I also wanted to give school leaders the opportunity to take their message directly to readers beyond a quote in a story. Yes, our reporters would report and write stories to put these contributions from students, teachers and school leaders in context, but we also had room to give people in our communities space to share their expertise and opinions.

I have to admit that the stars really aligned on this project. The head of a charter school in Sheboygan suggested that we do something about technology in education, due to a switchover from iPads to Chromebooks at high schools. My reporters were already working on a number of stories about new technology initiatives in local schools, and I had already arranged to visit some high school journalism and creative writing classes. This came together much faster than I had anticipated.

Across both of the newspapers, school administrators, college presidents, teachers, college faculty and students have contributed some 30 articles. What the students have written has exceeded all of my expectations – articulate, passionate and authentic. For instance, the social media editor of the high school news site at Sheboygan North wrote about how she tried to give up social media for Lent. We had another article in which students voiced their opinions about having their mobile phones seized by teachers. From the local charter high school, we had two passionate pieces arguing the pros and cons of technology in education.

More than that, my education reporters uncovered leads for future stories during the process, and I’m working hard to free up time for them to manage these partnerships directly.

This has been such a positive start that we’re now exploring other ways that we can partner with the community. Sheboygan is a real foodie city, with lots of local food traditions plus some stunning high end restaurants in downtown Sheboygan and at the resorts in Kohler. We’ll be launching a digital food hub with a blog and video series in the summer. We are also looking to launch a Community Champions discussion series in which we will give passionate advocates of our communities space to discuss how we help them achieve their full potential.

As I said when I started, I wanted our newspapers to be at the centre of the conversations in our communities, and with the momentum building around our community platform, we’re well on our way.