From the day that Robyn Tomlin described to me what Digital First Media’s Thunderdome was going to be, I thought it sounded like a much bigger, broader, better-planned and better-financed version of what Media General (the pre-2012 version of the company, which still owned newspapers) had tried to do through Newsbank (the company’s intranet for sharing all of the company’s newspaper stories and photos) and its Interactive Media Division. We didn’t try to be a national news desk for the company’s newspapers, but we produced specialty pages, had a Washington bureau that tried to tailor stories to our markets, encouraged sharing of stories and reporting resources, and offered video, interactives and help with live chats and other online projects.
In Jim Brady’s Lessons learned from Project Thunderdome, the successes and problems he cites were, naturally, of a much larger scale, but they were parallel to Media General’s experiences. One paragraph in particular resonates with me:
One inadvertent lesson learned from Thunderdome was its service as a bellwether in surfacing who inside DFM was truly interested in culture change. Many DFM journalists worked collaboratively with Thunderdome to support DFM’s strategy and secure its future; others focused only on preserving their own futures. Centralization, in that regard, is an effective mousetrap in identifying who doesn’t want his cheese moved.
Every newsroom I worked with varied this way. At some, the top editor bought into what we were trying to do and encouraged the staff to work with us. At others, the top editor was at best indifferent, and there might be individuals in the newsroom who were enthusiastic while others would rather MG just go away and leave them alone. (The top editor at one newspaper literally never returned a single phone call from me. Not one.)
One of the lessons I learned early on in my time at Media General is no one seeks to become an editor at any level because they think someone else is better at what they do than they are. Making an argument about the time they will save that could be better devoted to better local coverage won’t fly with everyone because in the eyes of some editors, whatever is being done centrally is making the paper worse and they just can’t stand it — there were times that I sent out to MG’s papers a specialty features page using a design lifted straight from an award-winning designer in Tampa, and the features editors at some papers that used the package changed the design, often radically. Some editors even will argue in favor of duplicating reporting effort in order for their readers to see that the local paper “owns” the topic.
Brady also writes, “Never underestimate the technical challenges of centralization.” He means it in Thunderdome’s case in terms of producing online packages that will need to run across multiple content management systems, but in a broader sense it applies to anything you try to do across multiple newsrooms. The most-cited reason editors gave me for why they used an AP version of a story instead of the much better version produced by another MG paper was that AP stories flowed into their computer system at the press of a button, but the stories on MG’s own network had to be copied and pasted in (a system that itself was the lowest-common-denominator solution to creating the network in the late ’90s after MG had bought dozens of papers that all had different computer systems — some PCs, some Macs, some new, some old). And I see something similar in my current company, where the editors in North Carolina have talked about ways to work together more or at least share more, but there is no easy way to share plans or see what everyone else is doing. If your technology and workflow are developed for a silo, everyone then is stuck working in a silo.
You don’t have to be working at a national organization to gain useful insights from Brady’s piece. Anywhere you are trying to change the work culture, you’ll find parallels.
7/29/14 UPDATE: Steve Buttry offers tips for changing company culture in a post for INMA, and I think they relate directly to the kinds of situations described above. As the subhead for the post sums up, “To make true changes in the workplace culture, actual adjustments in work activities are required.” Brady didn’t elaborate on the newsrooms where he found resistance to what DFM was trying to do, but I’d be willing to bet the difference between those newsrooms and the ones where he found collaboration was the latter changed what they were doing to mesh with what DFM was doing from Thunderdome. I saw something like it in MG where, if a newsroom’s responsibilities for sharing news and photos were assigned to a single assistant editor, whose other duties didn’t change, there wasn’t a lot of sharing done, because it was an add-on to the editor’s “real” work, not a change in what that person was doing.
I have seen the principal at work in even a much more small-scale way when a newsroom gained a graphic artist (this was all the way back in the day when adding staff was possible). The newsroom hadn’t had one before, and the managers didn’t rework what editors and reporters were doing, so the result was the graphic artist was getting thrown assignments as an afterthought late in the workflow.