For journalists in the 21st century the road of excess information can lead to the palace of wisdom, but only if news organizations rethink the way they gather, archive and retrieve that information.
Over the past decade, news organizations in the United States have struggled to use traditional management structures to deal with terrifyingly new technologies and an overabundance of electronic news tips, faxes, on-line services and electronic government databases.
The old management structure rests on hierarchies of publisher-editor-reporter and on fiefdoms of "desks" such as "national", "state" and "metro" and on departments separated into the categories of newsroom, library, information technology, and lately the World Wide Web site. In addition to sometimes inhibiting communication and cooperation, the structure also makes few arrangements for training for reporters and editors.
In the newest "age" of electronic information (these ages seem to emerge every two years), the old management structure can lead to poor planning, duplication of efforts, and news stories that make little use of information that could provide depth and context.
New strategies
Because of the shortcomings of the traditional approaches, a new structure has begun forming as news organizations realize they must tear down the virtual walls between the newsroom, the library, and the trainers. While this new structure is only a preliminary one and only beginning to be implemented, it is a first step in re-thinking how a news organization can survive and thrive in the 21st century.
The new structure calls for requiring cooperation between reporters and editors, research librarians and trainers. Although the new structure may initially seem only appropriate for large organizations, smaller news organizations will need to look toward incorporating the new approaches for research and training.
How information comes in
One way to understand the need for the new approach is to look at what is happening at many U.S. newspapers now. Traditionally, reporters have been responsible for storing and organizing their information in their own private files. Often this storage is haphazard and inconsistent because of the daily requirements and the innate volatility and unpredictable nature of news.
If the reporters share their information, it is generally on an informal basis in conversation or a slightly formal basis in memos or in "mentor" programs. Indeed, some reporters see little sense in sharing too much information because of the internal competitiveness in a newsroom, a competitiveness often condoned by management in hopes of producing better stories.
Meanwhile, secondary sources such as news stories, atlases, directories and reports come to the news library, which then reminds the news staff of the documents and resources it has gathered.
In recent years, however, more information has come in electronically. Because of its electronic form, the information can be more easily stored and distributed if a news organization is up to date in its technology.
To see how a new structure can work, here are some of the current best techniques of electronic information gathering.
How new databases are dealt with
A reporter, as part of working on a story, acquires a database that contains thousands of relevant records on the subject of a story or a database that is so complete or intriguing that a story springs from it.
The reporter then seeks the help of an experienced "database editor." The database editor is usually a veteran journalist who has been largely self-taught in technology and software. The database editor is well-trained in reviewing a database, finding its flaws and determining its accurate uses. The database editor also has the abilities, sometimes with help of more expert data processor, to carefully correct some of the database's imperfections, perhaps by standardizing names and coding categories.
The reporter, who may have received in-house or outside training in data analysis for journalistic purposes, reviews and analyzes the database, conducts interviews, and goes into the field to gather more information for the story.
During the interview stage, the reporter also consults with the originating editor and again with the database editor, who may be called on to do more "data cleaning" and more advanced data analysis. When the database has been used for its first story or series of stories, it then goes to the news library for archiving and distribution. At that point, the database editor writes a document detailing the kinds of information it contains and the caveats involved in its use. The document is reviewed by the librarian and possibly receives further editing. This database and its documentation is then archived on CD-ROM and/or made available through an Intranet or some other kind of an internal network for journalists. During the initial reporting, of course, the library is involved, pointing the reporter to other databases and sources of information. In a third path of information gathering, the reporter does not obtain a database, but goes to the Intranet or to the library to search its archives, seeking advice from the news researchers on how to better search and on what other archives might be available. The reporter also searches public sources and private on-line databases with guidances from researches. In another path, the reporter keeps his or her own notes in a software program such as Lotus Notes and retrieves various pieces of information through key word searches. At the same time, the network technology and library keeps track of the reporter's interests. When a fax or other electronic information comes into the newsroom or library or is entered into the electronic archives, the reporter could be alerted electronically to the new information.
What's needed
Looking at just these examples of how information gathering has developed helps identify the kind of coordinating that is needed. This new reporting requires a trained editorial staff, trained library researchers, a training curriculum, a World Wide Web and network staff, and a trainer staff. At smaller news organizations, one staff member might still perform two or three of these jobs, but these are some of the titles and duties that have evolved:
Database editor. Coordinates acquisition and analysis of electronic databases and information by the news staff.
Works with news librarian, trainer, and Intranet coordinator to determine strategies, prevent duplication of efforts, and to develop curriculum for training.
News Library Researcher. Coordinates acquisition by library staff, archival, retrieval and distribution of electronic databases and information.
Trainer. Coordinates training of news staff use and understanding of electronic databases and the software for the use and understanding. Works with database editor and news library researcher to develop curriculum, schedule training and choose appropriate trainers. Works with Intranet coordinator to make training and materials available on Web.
Intranet Coordinator. Works with database editor, news library research and trainer to ensure search tools and material on the Web are useful and relevant.
The editorial staff needs a basic knowledge of how electronic information is stored and how it can be used. The library researchers need to make sure that information is being archived and distributed and that the news staff knows what the library has or can get. The Web site and network staff needs to know how the news staff produces stories and what kind of distribution works bests. The trainers need to ensure the editorial and library has the capability to use all the electronic tools and information and to realize the potential of those tools. This involves creating a curriculum with those other groups.
The push into the electronic information age has been primarily spurred by reporters and news librarians. Editors and managers have often been overwhelmed by daily crises and the need to put out news. They frequently have regarded the acquisition of electronic information as mysterious, threatening or frivolous.
However, the advent of Web technology, through its visual representations, has defogged the importance of electronic information and editors are beginning to realize the treasure trove for stories and services it provides.
Editors and managers can now step forward to ensure that the acquisition is organized and efforts are not duplicated.
With this beginning structure, news organizations can ensure they continue to do journalism and are not simply information providers.
Brant Houston can be reached at (573) 882-0684, or send e-mail to brant@ire.org