Posted by: jon hollander | November 7, 2011

The future of journalism lies in its past

Over the last few weeks, we’ve studied varying perspectives on the future of journalism, ranging from those who feel things are in a slight decline but will stabilize to the more Winer-esque views that traditional media as we know it will soon be over.  While there isn’t a clear consensus, one thing is certain: the revenue and distribution models for newspapers and other forms of print media are already undergoing radical change and will continue to evolve over the coming years.

Innovations like sponsored articles, pay walls, user-generated content, and niche content sites come from the increasingly direct ways that consumers of news access information.  The unbundling of subscription drivers like sports means more expensive features, like investigative reporting, must be able to support themselves financially.  And newspapers in general can no longer rely on what was a significant part of past revenues: classified ads.  Making all of this even more challenging is that print media in general faces increasing competition as sources go direct and bloggers who write for fun (and without pay) gain increasing attention through sites such as the Huffington Post.

One thing I hadn’t realized before is how advances in technology have driven a truly revolutionary change in journalism and news delivery.  As someone who grew up with a local weekly paper and a daily delivered to my family’s house, I assumed that papers were still the primary source of news for most people, but that short attention spans and a general decrease in civic engagement were responsible for declining readerships.  Instead, it seems that people are getting the information they want more directly through blogs, Wikipedia, and Twitter.  They’re finding sites that cater to the subjects they are truly interested in, not a half-dozen sections bundled together.  And they’re using the internet to collect and share articles through sites like Facebook and applications like Flipboard.  Even books, which are more resource-intensive to make and already targeted to particular interests, are seeing dramatic changes.  E-books, Google Books, and print-on-demand have increased accessibility and made it easier to self-publish.

The main takeaway from these technological advances, as I see it, is that it the costs of production and barriers to access have both been dramatically reduced.  Clay Shirky points out the fascinating parallels between the revolutionary changes we’re going through now and the impact the printing press had in the 1400s.  By making it easier to produce written works and making them portable (thanks to Manutius’s octavo innovation), the printing press disrupted existing power dynamics, made information more widely accessible, and led to a general chaos as people were unsure which old and new institutions to trust.

We seem to be in a similarly chaotic time when it comes to news and journalism.  The innovators (like The Guardian), those with authority (such as the New York Times), and niche publications (like the Wall Street Journal) seem to be in the best position to survive, but it is unclear what new forms of news delivery will take the place of other institutions.  Even murkier are the rules and standards that will govern whatever comes next.

Shirky’s historical perspective made me think of the current political divisions in our country.  I’ve long believed that the growing partisan gap and negative politics we see today are actually a reflection of longstanding trends.  The first years of elections in the U.S. were full of yellow journalism, negative campaigning, and intense partisan bickering.  Just as we see today, politically-minded groups would distribute character attacks such as accusations of extramarital, out-of-wedlock children.  Years later, in the bitterly partisan lead-up to the Civil War, Charles Sumner was viciously beaten on the floor of the Congress by a political opponent for having made an incendiary speech against slavery several days earlier.  While I don’t think we face as great a rift in our country today, we should recognize that we have been through incredibly divisive periods in our history many times before.

While I think there is something lost in that divisiveness, particularly the ability to get substantive policy done, it may be part of the transition to a new, better place.  Time and time again, we have moved beyond partisanship and used the lessons learned from it to propel our nation forward, enacting the Bill of Rights, abolishing slavery, and developing a social safety net.  Unfortunately, we are relearning those lessons now, but I am confident that we will reach another age of cooperation and progress.

Similarly, journalism has faced its challenges.  While the transition to the web may mean rediscovering the idea of sponsored news with political motives, as well as the echo chamber of press dedicated to those who already believe its message, I believe that we will eventually demand a new journalistic standard for our online news sources.  Editorial oversight, neutral points of view, and substantive stories will return to popularity – but it will take time and the concerted efforts of people like Eli Parisier, who point out to the rest of us what we’re missing when we allow our information sources to be filtered down to what we expect to see.

Posted by: jon hollander | October 5, 2011

A Wikipedia Article Review

I was recently asked to review a Wikipedia article on a topic I had some familiarity with and that was not already well-developed on the site.  In the process, I created a Wikipedia user account for the first time.  Although I would have loved to pick something provocative and exciting (like La Princesse), the most interesting topic that I actually knew something about that could qualify is the Northwestern University Settlement House (NUSH).

Founded in 1891, NUSH is the longest continually operating settlement house in the United States.  My own connection to it came when I joined an AmeriCorps program called Project YES! (Youth, Education, Service), that operates out of the settlement house and placed AmeriCorps Members like myself in area educational institutions.  My placement was in one of the Head Start classrooms run by NUSH itself and with their afterschool and summer camp programs for area youth.  It was an incredibly rewarding experience; I found NUSH to be a vibrant community center that was connected to its own rich history, but also able to adapt to the modern needs of the neighborhoods it served.

The Wikipedia article I found did not adequately reflect my experience of the settlement house.  The article is more of a stub, consisting of a brief introduction and a two paragraph History section.  While it does accurately describe the founding and a few of the key individuals associated with NUSH in the early days, it leaves out all of the site’s history from 1901 to 1993, and contains little detail from 1993 to the present.

The page is also weakly referenced.   It contains one footnote that is intended to link to Chicago’s Department of Planning and Development website, but instead brings users to the main page for the city.  It includes a second footnote that is improperly formatted, doesn’t actually have a referencing tag in the article itself, and leads to a non-existent webpage.  It does have a useful external link that goes directly to a chronological timeline put together by NUSH’s Board of Directors – unfortunately, the author did not use any of that information in the article itself.  Still, there seem to be few web-based resources available that could be cited on this topic, and, in fairness, a history put together by NUSH probably would not count as a resource known for fact-checking.

The actual writing of the article also leaves something to be desired.  While the author focuses on historical facts and has stayed true to the Neutral Point of View philosophy, the writing is halting and uses odd punctuation at several points, such as quotation marks around the word neighbors in reference to the people served by NUSH.  It also includes factually incorrect or overly broad statements, claiming that NUSH serves over 40,000 individuals (the number is around 8,000) and that the first adopters of the settlement house model in the U.S. “turned feminism into a social force.”  While it is generally in line with the Wikipedia Manual of Style, the inclusion of internal links for unrelated articles, such as [[London]], and the lack of internal links for highly relevant articles, such as [[Jane Addams]] or [[Hull House]], are a Wikipedian faux-pas.  The article also has no illustrations, a disappointment for an article about a physical structure.

Could I do better?  I will acknowledge that it would take some work to find resources that could be cited as references for this article.  But  there are history books written about the settlement house movement in the United States, and some about leading female activists in Chicago in the 19th and 20th centuries.  In addition, a 1988 Commission on Chicago Landmarks publication has information about NUSH, as does The Worn Doorstep, a book commissioned by NUSH’s Board of Directors.  Certainly additional information could be added, as well as illustrations.  In particular, I would focus on the various structures and institutions affiliated with NUSH: the program’s House in the Wood camp/retreat center that has been around since before the Depression, the changes and expansions to the site’s physical plant, the Vittum Theater, and NUSH-sponsored programs like the Matador Boxing Club and Nobel Street Charter School.  In addition, NUSH’s model of serving the community has evolved dramatically from its founding through the Depression, World War II, the 1970s, and the area gang violence of the 1990s.

In the end, this article lays a good foundation for the Wikipedia model to build on, but is lacking in content and unpolished in its presentation.

Posted by: jon hollander | September 25, 2011

Google and the Wave

Steven Levy’s In the Plex is a fascinating account of the inner workings of Google and how the company evolved to become the internet giant it is today.  He details the key innovations (PageRank, AdWords) that have fueled their success, while also sharing the philosophical underpinnings of their unique company culture.

Google doesn’t just do a good job searching for things on-line, they are committed to not being “evil”, strive to maximize the experience of their users, believe that machine/algorithm-driven solutions (many of which rely on crowd-sourcing) will always be better than subjective choices by human beings, and cultivate innovation among their brilliant employees by devoting 20% of their time to exploring projects of their choosing and maximizing cross-pollination of ideas.

Yet as Levy demonstrates throughout the book, Google doesn’t always manage to live up to its own ideals.  Google’s expansion into China was well-intentioned, but their complicity with the Chinese government put them in conflict with advocates for protecting human rights – something decidedly out of keeping with the slogan “Don’t Be Evil.”

Google also hasn’t always managed to support ideas for new products that come from their employees.  Orkut, their first social media site, was created around the same time as Facebook and has been very successful in Brazil.  Some would argue that with adequate resources and support, it could have had similar success in the U.S., but Google was more focused on their core products to invest in the very innovation they work so hard to cultivate.

All of this made me start to question whether Google’s success is based on their core philosophies, or something else.  In many ways, the company was able to capitalize on economic opportunities, snapping up data center space, then fiber at low prices.  They also used low quality equipment to run their servers in cheaper, but more efficient ways.  This helped drive their costs down tremendously, allowing them the flexibility to be more innovative.

Beyond feats of engineering and good market timing, Google may also have benefitted from being on the cutting edge of a generational change in computing.  They began by hiring smart, young engineers, many of whom probably were interested in computing as they grew up – right when the internet was beginning to reach a mass audience.  This enabled Google to tap into the mindset of a first wave of users who saw e-mail, websites, and even concepts like cloud computing as normal pieces of daily life.  Our society as a whole was clearly playing catch up (as evidenced by the initial concerns about Gmail being stored on servers), but as more and more users became accustomed to using the internet, Google was ready to help them do it.

This would also help explain Google’s recent stumbles in the social media arena.  Just as older, more traditional companies (IBM, Dow) overlooked PageRank-type programs they had developed internally, Google missed a chance to be Facebook before Facebook when they didn’t provide enough support to truly launch Orkut.  They also lost opportunities to capitalize on blogging (Blogger.com) and Twitter-type (Dodgeball) companies  they purchased, often alienating the founders of those companies in the process.  This may be due, in part, to Google’s own founders’ heavy involvement in the company.  Having Larry Page approve every new hire only works as long as Larry Page can still predict what the next phase of internet usage will be and identify the types of employees that will be needed.  Facebook, which took a page out of Google’s book (please ignore any unintentional puns there) by hiring young college grads, was better able to anticipate those trends and has profited where Google has been left to “chase taillights.”  As a recent Globe article highlights, even Facebook is now losing out on that young talent to newer startups.

As Groundswell and Here Comes Everybody explain, there are different types of internet users, with some people more interested in creating content and others happy to sit back and read that content.  If Google came in on the wave of new users treating the internet as a vast array of information to read, companies like Facebook and Twitter may be benefitting from a shift as more and more users want to create content and comment on the creations of others.  If I had to predict what might come next, I think it would have to do with the idea of sorting.  Companies like Amazon and Netflix/Quickster have done a great job of taking vast numbers of products and getting users to make that information, well, usable.  But there is a lot on the web that doesn’t have to do with commercial products.  The service that can make that information more digestible and easy to use may be the next one to have a book or movie written about them.

Posted by: jon hollander | September 11, 2011

Revealing the structure of on-line interactions

In his book Here Comes Everybody, Clay Shirky provides an impressive overview of the ways the internet has engaged users, connected people, and challenged existing institutions.  His writing is easy to follow and draws on numerous real-world examples that show the incredible range of uses and interactions within the medium.  From stay at home moms planning MeetUps in the United States to the unprecedented dissent of grieving parents of earthquake victims in China, the internet seems to offer limitless possibilities.  Shirky’s greatest accomplishment in this book is to provide structure to the varied and disparate interactions you find on-line.  Similar to his metaphor of the social tools used to develop Linux, his framework is a trellis that allows the reader to grow their understanding of internet participation without getting lost.

This framework reads almost like a set of physics rules: large groups have weak connections, while small groups have strong ones; the vast majority of interactions are intended for individuals and small groups, rather than public consumption; if at least a few people care about a wiki, it becomes easier to heal it than to harm it; the bargain between platform providers and users (whether explicitly enforced or implicit group norms) determines the type of community that will be created; large social systems, like on-line retail, fall into a power law or Long Tail distribution; social tools don’t change motivations, they just amplify them.  He presents all of this information in an unbiased way, acknowledging that activities within the framework can be good (creative production, community-building) or bad (terrorism, reinforced negative behavior such as anorexia and pedophilia).

As someone who hopes to use connective technology to provide better services to those in need, while also increasing civic engagement, there are important lessons to be learned from this framework.  First and foremost is that a platform or initiative, no matter how well designed, will only succeed if there is sufficiently high interest in it.  This means a promise that is reasonably achievable, tools that match the type of interactions required, and a bargain that provides enough freedom and control to users that they feel ownership and can “heal” any harms that are done by pranksters.  The best initiatives will be the ones that draw on existing motivations in the community that are latent because of high transaction costs.

A simple example would be creating a virtual town meeting.  If town meetings tend to bring only those members of the community who have the financial resources and time to attend an evening event that may not be accessible through public transportation, creating a platform that lets everyone share their thoughts and respond to each other over a longer period of time would most likely bring in new voices and create better outcomes for everyone.  Just as an in-person town meeting has rules of decorum, a virtual one would have moderators and guidelines for participation.  Those guidelines would be enhanced as group norms develop and modify the environment to make a better fit with the community itself.

These new pathways of communication also fit well with the lessons in change management taught at the Kennedy School.  One of the most crucial components of successful organizational change is buy-in and participation by front-line workers.  Connective technology can create important information sharing, much like the way Xerox’s use of walkie-talkie’s helped their technicians share technical knowledge with each other.  In government, hierarchical management structures and departmental silos are too often the norm; wikis and other social platforms could break through those internal information barriers and lead the way to dramatic improvements in service and efficiency.

The challenge in the coming years will be to work through the mistakes and failures that are likely to happen as we try to find the best way to match new technology to the needs of participating employees and community members.  Shirky has helped to make that transition much easier by revealing the structure of on-line interactions and providing a framework to understand them.

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