The Convergence Newsletter
From Newsplex at the University of South Carolina
Vol. II No. 7 (Feb. 2, 2005)
Commenting on Convergence
By Holly Fisher, Editor,
The Convergence Newsletter
Welcome to a new year of
convergence! Last year saw so many developments, particularly in the areas of
blogging and moblogs, and I canÕt wait to see what 2005 has in store for us
convergence junkies.
In this issue you will find a
condensed version of research I did last fall on management of converged
newsrooms. I spent the semester researching management practices and how they
relate to convergence. More and more information about convergence is available,
but it mostly addresses technical and logistical issues as well as multimedia
training for reporters. The literature is lacking when it comes to management
and convergence.
The study highlights six
areas managers of converged newsrooms need to address as they look at the best
way to lead their newsrooms across a converged platform. I welcome your
comments on this research, so please feel free to contact me with your own
ideas about management of converged newsrooms.
Also, featured this issue are
articles on visual communications and its role in convergence along with
another look at using moblogs to cover big stories.
This issue marks my one-year
anniversary as editor of this newsletter. Over the last year, the subscriber
base has more than doubled. I have been excited to add so many new readers, but
now I want to spend my remaining months as editor focusing on our content. Each
issue is full of useful insights and observations about convergence and I hope
to make a great newsletter even better. Please contact me with your story ideas
or article submissions. I would particularly like to hear from some of you
working in converged environments—let us know how convergence works (or
doesnÕt work) when put to the real world test.
Holly Fisher is working on
a masterÕs of mass communication at the University of South Carolina. Contact
her at convergence-editor@mailbox.sc.edu.
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Feature Articles
Developing Media Managers for Convergence
Making the Most of an Online
Medium
The Role of the Gatekeeper in
Moblog Reporting
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Conference Information
Cross-Platform Media Teams
Multimedia Reporting and Convergence Seminar
Media Opportunities and Strategies for the Multiple Media
Enterprise
Midwest Political Science Association 63rd Annual
National Conference
RTNDA@NAB
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---------------Feature Articles
Developing media managers for convergence: A study of
management theory and practice for managers of converged newsrooms
By Holly Fisher, Editor,
The Convergence Newsletter
Most
managers are striving to be better managers. Just read The Wall Street Journal or look at the size of the business section at your
local Barnes & Noble and youÕll find plenty of articles and books on
improving management skills. Even media managers study the best theories and
practices for overseeing a newsroom—a tricky task when dealing with
highly creative workers. Yet studying a print newsroom or a broadcast newsroom
is one thing; studying how they fit together and how to manage print, broadcast
and online journalists is another.
Convergence
is shaking up the journalism world and forcing media managers to take a second
look at how to manage and oversee a converged newsroom. Once a news
organization opts to take the convergence path to news, managers are the ones
who lead the newsrooms through the process of change and development.
The
idea of management and convergence is just beginning to take shape. Few have
addressed the way in which media managers impact convergence. Yet it is
critical for managers to retrain themselves and adjust their management styles
to foster convergence and to help reporters through this process of change.
Defining
Convergence
Before
one can really address convergence and management, the basic idea of
ÒconvergenceÓ must be defined. Book chapters and journal articles have been
devoted to defining convergence. Convergence is about using various media
platforms to tell a story in a complementary fashion. Cooperation is not
convergence (Quinn, 2002). Reproducing newspaper stories on a Web site or
including wire service articles on a TV stationÕs Web site is not true
convergence.
ÒIf
all youÕre doing is repurposing the news, what youÕve done, in my mind, isnÕt
convergence,Ó says Randy Covington, director of Ifra Newsplex at the University
of South Carolina in Columbia, South Carolina, USA. ÒThe content online should
be a complement,Ó Covington says. ÒThe fundamental issue is to focus on the
story and then decide how it fits.Ó
Often
the terms ÒconvergenceÓ and ÒmultimediaÓ are used interchangeably. But
multimedia information—putting a story or video clip on the
Internet—is not converged information. ÒWhat differentiates the
multimedia format from the converged format is the requirement by the latter
for inclusion of all three platforms (print, broadcast and web/Internet) in an
information-sharing environment. Anything less is truly multimedia, not convergenceÉÓ
(Killebrew, 2002).
At
its most basic—and most useful—definition, convergence means
integration; it is about news organizations working together to create a story
across multiple platforms. News organizations participating in true convergence
find a way to integrate print, broadcast and online components to tell a story.
The purpose of convergence is to think about which medium or media work best
and then create the story. Convergence puts the story before the media
platform. A truly converged newsroom will be producing stories for at least
three media platforms—this is the test of a convergence operation.
Media
Management
Media
managers, for the most part, can draw on traditional management models when it
comes to overseeing and leading a newsroom. Yet newsrooms and the journalists
who work there have unique attitudes and working styles that require media
managers to develop skill sets and management techniques specific to media
organizations. Newsrooms are challenging to manage because they combine two distinct
types of organizations (Redmond, 2004).
ÒThey
are assembly lines with strict deadlines and involved processes that must be
done in order, with speed, and with repetition. É But they are also work
environments where employees have a lot of creative control of their work; are
highly educated and use their mental abilities to do their work, which is full
of judgment calls; and tend to see their work as a higher callerÓ (Redmond, 2004).
That
combination can be quite a challenge for media managers, and adding the
uncertainties and newness of convergence only serves to foster the delicate way
in which media managers have to handle their reporters, photographers, anchors
and graphics staff.
Because
media organization do rely on a level of teamwork in the production of the
newscast, Web site, newspaper or magazine, media managers should work on
fostering a bond among staff members. This relationship should facilitate the
convergence process, which relies heavily on teamwork and communication across
media platforms.
These
changes are not always welcomed and many reporters will bulk at the idea of
cross-platform delivery of news and information. This is where media managers
and senior executives have a significant role in making the transition to
convergence a smooth process. Just as journalists balked at the computer, many
preferring to cling to a clattering typewriter, reporters of the 21st
century may find themselves clinging to the titles of Òprint journalistÓ or
Òbroadcast reporter.Ó These titles will very likely end up in the storerooms and
museums along with the typewriter. Not everyone embraces change and it is up to
media managers to develop a positive attitude about change within converging
news operations.
When
dealing with creative types like journalists, a participative management style
is a good way to lead employees through a period of change and for
demonstrating—from the top down—that convergence is important.
Participatory leadership focuses on the collective, sharing power from the
highest executive all the way down the ranks (Redmond, 2004).
This
management style fosters the concept of convergence by encouraging employees to
Òbuy inÓ to this changing form of journalism. Effective leaders can accomplish
their vision—in this case, convergence—by creating an atmosphere of
organizational members as guided partners (Redmond, 2004). Journalists are
independent and work best when left to their own creative timeline. While they
work under the constraints of deadlines and time pressures, they resist
micromanagement techniques. Thus, research supports the idea that journalists
prefer a participative approach to management and organizational leadership
(Redmond, 2004).
Chris
Kelley, editor of Belo Interactive in Dallas, agrees collaborative-style leadership
is Òthe only leadership style that works in a converged newsroom. The days of
autocratic order-yelling city editors are over. Effective editors know not only
how to craft strong, robust narratives for the newspaper, but also how to
package them online with sound, video and interactivity and to work closely
with TV colleagues to create compelling TV packages.Ó
The
Converged Newsroom
Physical
Structure
Once
a news organization decides to take a step in the convergence direction, a host
of additional decisions must be made. Those issues range from how to organize
the staff to how to physically structure the newsroom.
In
terms of how to design a converged newsroom, many news organizations have
created multimedia or convergence desks to oversee the convergence process. It
is unlikely a print reporter will automatically think of a story in terms of
the best video or audio; a staff of editors trained to think about convergence
and the best platform for the story will make this process smoother.
The
Orlando Sentinel has a
multiple-media desk for news coordination (Quinn, 2002). The desk is the hub
for the organizationÕs editorial decision-makers. ÒIt allowed the individuals
in a complex operation to work together efficiently. Editors for print, online,
radio and cable TV operations worked alongside production staff. When a major
story broke, the aim was to cover it in as many formats as possible and
practicalÓ (Quinn, 2002).
The
Ifra Newsplex at the University of South Carolina was built with an eye toward
physically fostering convergence. Desks are positioned in a circular format to
encourage discussion and the sharing of ideas. Founding Newsplex Director Kerry
Northrup oversaw the design and construction of Newsplex. He says traditional
newsrooms are usually divided into work areas that match the steps of newsflow
and production—writing, editing and design (Quinn, 2002). Northrup
predicts the newsroom of the future will be structured to match information
flow. ÒThe major ÔdesksÕ will be those that handle activities such as story
development, content coordination, news coverage and content creation,
media-specific presentation/distribution, reader interaction and editorial
information management/technologyÓ (Quinn, 2002).
Similar
to the Orlando Sentinel, another
Florida newspaper has become the pillar of convergence. The News Center in
Tampa houses The Tampa Tribune,
Tampa Bay Online and WFLA-TV. All these editorial teams work in the same
building and their convergent efforts are made better with a centralized news
desk (Quinn, 2002).
Developing
Newsroom Roles
Another
aspect of structuring a converged newsroom is determining who does what and
that can result in entirely new roles. Kerry Northrup, founding director of
Ifra Newsplex, created four roles that can work in a converged newsroom. These
roles are regularly taught in training conducted at Newsplex.
1.
Newsflow Editor – The newsflow editor looks at the newsroom from a
different perspective and decides how all the pieces fit together (Covington,
2004). ÒÉThe key factor that differentiates the newsflow [editor] from these
traditional roles is that the newsflow editor focuses on the story, not on the
specific delivery platformÓ (Covington, 2004).
2.
Storybuilder – This role takes assigning editors from the newspaper side
and mixes them with producers from the broadcast side to create a new,
converged manager (Fisher, 2004). Rather than managing many stories for just
one medium, this new storybuilder manages just a few multimedia stories (either
in print or broadcast form), filing those stories directly or making the
various pieces available to other media-specific news desks (Fisher, 2004).
3.
News Resourcer— A news resourcer is a super librarian who thinks like a
journalist. The news resourcer specializes in information, providing
background, depth and context to stories in any platform (LoCicero, 2004).
4.
Multiskilled Journalist – Sometimes referred to as Òbackpack journalistsÓ
or the Òone-man-band,Ó multiskilled journalists are adept at collecting
interviews, photographs, audio and video footage for dissemination in print,
broadcast and online formats (Grant, 2004). Rather than thinking of themselves
as ÒprintÓ or ÒTVÓ reporters, multiskilled journalists look at all elements of
a story from the written article in a newspaper to the photo essay on the Web.
Then these journalists craft a story in the appropriate formats for the best
delivery method (Grant, 2004).
Of
these new roles, the newsflow editor might be considered the most
Òmanagement-orientedÓ job. Yet managers will have to be familiar with each of
these roles and how they work. Managers will need to understand hiring,
compensation and personnel management functions as well as governance issues in
making these four roles work within the newsroom—either with other more
traditional roles or as an entirely new newsroom structure.
Recommendations
for Media Managers
Most
people have a difficult time dealing with change. And in the situation of
bringing convergence into a newsroom, managers are asking their staffs to
completely rethink everything they know about their profession. They are being
asked to cooperate with competitors; they are being asked to embrace a medium
that is foreign to them; and they are being asked to do more—and do it
faster.
Helping
reporters through this process of change becomes critical for media managers.
ÒAt the human level media managers must confront existing cultures, traditions
and conventions, while overcoming a frantic climate of uncertaintyÓ (Killebrew,
2002). This means communication is key, and media managers must understand and
accept convergence so they can share information and a cooperative attitude
with their employees.
Team
building and participative management techniques seem to work best in newsrooms
where media managers are dealing with creative employees. Media managers who
are engaged in and understand the creative process can better relate to
employees and are better equipped to guide them through this process of change
(Killebrew, 2002).
Media
managers should consider the following steps as they begin to launch a
convergent news operation:
1.
Training of media managers—The initial reaction may be to train the
employees—to put a print reporter in front of a TV camera or ask the
anchor of the evening news to write a column for the Web site. But convergence
must take a Òtop-downÓ approach with media managers receiving adequate training
on how convergence will work.
Managers
should be fully equipped with all the knowledge and information about how
convergence will work, so they can better communicate with their employees. If
media managers understand and embrace convergence, they will have a much easier
time communicating that understanding.
ÒManagers
who are ill-prepared to cope with the stress of change in the move to a
converged news environment will increase the level of stress among employees
who are being asked to work in a new cross-platform environmentÓ (Killebrew,
2002).
2.
Planning—An undertaking as complex as convergence requires detailed
planning and organization. Convergence is not something newsrooms should dive
into without adequate preparation. The participating media outlets should craft
a Òwell-designed plan of action to foster understanding among all employees and
managersÓ (Killebrew, 2002). This plan will address the various media platforms
to be used, discussing positive and negative implications as well as the best
methods for implementation (Killebrew, 2002).
3.
Communication—Media managers simply cannot spend too much time on
communication. It is critical that employees understand each step of the
convergence process and that media managers explain the steps to implementation
and the expectations of employees.
The
degree to which an organization embraces openness to change is likely an
outcome of the interrelationships between values, structure and climate. In
instances where organizations have been open in the past and where
organizational members feel there is a continuation of accurate and reliable
information and actions, it is likely there will be a greater degree of
acceptance to change (Killebrew, 2002).
Media
managers should clearly communicate to employees who will actively participate
in convergence what their workload will be, whether they will receive additional
compensation and how their daily schedule could change.
But
communication should not stop once the initial steps of convergence have been
explained. A newly converged newsroom will be a living, breathing and changing
being—employees must be kept abreast of what is happening in their
evolving workplace. It is best for media managers to be upfront and honest with
their employees; this decreases the likelihood that incorrect information will
be passed through the employee rumor mill.
4.
Training of employees—Some newsroom employees will have a greater
aptitude and interest in cross-platform training. Those employees should be
identified and given the opportunity to learn and participate in convergent
operations (Killebrew, 2002).
All
employees should receive information and training about convergence and how it
will work and ultimately impact the flow of news and the structure of the
newsroom. But not all print reporters will be clamoring to appear on
television. Media mangers should target those with an interest in convergence;
they will be the most receptive to change and new ideas. Forcing all reporters
to break out of their comfort zones immediately only will lead to feelings of
resentment and frustration. As those who express initial resistant to
convergence begin to see how this new element of journalism works and how it
expands the level of creativity among their colleagues, they will be more
likely to want to participate themselves.
5.
Implementation and introduction of new newsroom cultures—Once everyone is
on the same page, media managers can begin to implement convergence. Beyond
just telling a story using different media platforms, the journalists and media
managers will need to work with their partners from other newsrooms to understand
their work flow and organizational culture.
Print,
broadcast and online newsrooms will need to work carefully on communication and
understanding. Each newsroom will have its own schedule, deadlines and jargon
that will need to be explained. Again, communication becomes a key element in
smoothly implementing convergence and in getting different media platforms to
work together.
6.
Continued training and communication—Media managers should continue to
train employees. Employees that are new to the media outlet will need training
in convergence. And other employees who were resistant to convergence at first
may change their minds and desire more training in other media platforms, which
media managers should encourage.
As
issues, problems and opportunities arise in the new convergent operation, those
should be communicated to the staff. Questions should be answered and employees
should have a solid understanding of changing workloads, expectations and
deadline schedules. Employees will appreciate and respect a culture of openness
and sense of teamwork in the organization.
Convergence
is not going away and managers, particularly new, up-and-coming managers, need
the training and understanding that will help them move into leadership
positions within a converged newsroom. Employees will look to management for
understanding and guidance through this period of change. If the managers
havenÕt been properly trained and havenÕt developed the appropriate skills
sets, how will the employees know what to do? Management canÕt expect more from
its employees than it is willing to give.
Professionals
working in convergence and academics studying and teaching convergence must
shift some of their focus from definitions, technology and training journalists
in different media platforms. While all those are important to the development
and success of convergence, equal attention must be given to media managers and
their role in convergence. Media managers must be trained and equipped with the
skill sets needed to communicate, implement and practice convergence
successfully.
Works Cited
Covington, Randy. ÒNewsflow
editor focuses on journalism, not delivery method.Ó The Convergence
Newsletter. Vol. 1 No. 10 (2 June 2004)
<http://www.jour.sc.edu/news/convergence/issue11.html>
Fisher, Doug. ÒÔStorybuilderÕ
embodies new roles in evolving newsrooms.Ó The Convergence Newsletter. Vol. 1 No. 9 (6 April 2004) <http://www.jour.sc.edu/news/convergence/issue9.html>
Grant, Augie. ÒMultiskilled journalists are prepared to
tell stories in many forms.Ó The Convergence Newsletter. Vol. II
No. 1 (7 July 2004) <http://www.jour.sc.edu/news/convergence/issue12.html>
LoCicero, Geoff. ÒNews
resourcer is key information chief.Ó The Convergence Newsletter. Vol. 1 No. 10 (5 May 2004) <http://www.jour.sc.edu/news/convergence/issue10.html>
Killebrew, Kenneth. ÒCulture
Creativity and Convergence: Managing Journalists in a Changing Information Workplace.Ó
The International
Journal on Media Management. Vol. 5 No. I: (39-46), 2002.
Killebrew, Kenneth. ÒDistributive
and Content Model Issues in Convergence: Defining Aspects of ÔNew MediaÕ in JournalismÕs
Newest Venture.Ó The Dynamics of Convergent Media: Columbia, S.C. 15-16 November 2002.
Quinn, Stephen. ÒKnowledge
Management in the Digital Newsroom.Ó Focal Press: Oxford, 2002.
Redmond, James and Robert
Trager. ÒBalancing on the Wire: The Art of Managing Media Organizations.Ó
Atomic Dog Publishing: Cincinnati, 2004.
Holly Fisher is a graduate
student at the University of South Carolina pursuing a masterÕs of mass
communication.
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Making the Most of an
Online Medium
By Kim Grinfeder, Assistant Professor, Visual
Communication Program, School of Communication, University of Miami
In 1995, when newspapers
truly began to emerge as an interactive medium, the print journalism industry
struggled to re-invent itself. Over the past years, we have seen newspapers
begin to slowly carve out their online niche, distinguishing themselves from
their print counterparts. Online newspapers have quickly evolved from mere
transpositions of their offline predecessors, into their own unique information
offering. One quick look at the title in the New York Times Web page will tell you some of the differences
ÒBreaking News, World News and Multimedia.Ó Likewise, online newspapers have
their own unique set of advantages and limitations for their audiences. One key factor--namely, the use of
interactive elements--plays a role that offers both advantages and limitations.
Clearly, online newspapers
are not designed to simply offer text-only stories--nor should they be. Making
the most of the online medium means online newspapers are leveraging their
interactive capacities in new ways. Similarly, the visuals have become an
increasingly important aspect of their offering. The degree to which online
newspapers can continue down the interactive path--moving from text-only to
full multimedia feature--is predicated on two factors: broadband penetration (51% in the
United States as of July 2004), and storytellersÕ ability to adapt to the
interactive information presentation. While the increasing prevalence of
broadband connectivity seems likely, the emerging role of storytellers is
perhaps less obvious.
Print newspapers and magazines
have relied heavily on photographers, but photo spreads have never seemed to
catch on in their online editions. Certainly bandwidth issues are partly to
blame--they cause long download times. Limited screen real estate is another
concern, as photographs often compete with browser buttons, task bars, and
banners ads. But as the number of Internet users with broadband access
continues to grow, so does the number of available interactive features. Out of
this convergence a new branch of photojournalism discipline is born.
As multimedia packages begin
to gain ever-greater online acceptance (and viewers!), newspapers are beginning
to rely on photographers to deliver additional content for their multimedia
pieces including audio and video. Never have storytellers had so many outlets
at their disposal as they have today. And while the growing popularity of
interactive content allows photojournalists to express themselves in new ways,
it also demands they broaden their storytelling abilities. We are forced to ask
ourselves: can we expect photojournalists to become multimedia Swiss army
knives?
It is a debate I have often
with my students, some of whom still complain about the recent removal of our
dark room facilities, re-purposing the old space with computers loaded with
Photoshop, but in the end most students seem to agree the role of the
photographer has expanded. The Visual Communication program at the University
of Miami School of Communication is an evolution of what used to be the
photojournalism program and students are now required to take classes in
design, photography and multimedia to learn skills for editing audio and video
as well as photographs. Students often work in groups and go out on assignments
carrying video, photo and audio equipment to gather data and then return to the
labs to compile their stories.
This fluency in multiple
visual media allows them to expand photographs with different media, enriching
the viewing experience and achieving quite powerful results. I donÕt think it
will be long before we begin to see stock photo agencies bundling some of their
photo stories with audio and video clips thereby providing material for online
editions of magazines and newspapers.
As broadband Internet
connections become cheaper and more accessible, we should expect to see more
multimedia content in online newspapers. Interactive stories are here to stay;
now it is up to us to discover how to form this manner of storytelling.
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The Role of the Gatekeeper in Moblog Reporting
By Amy Eisman, Assistant
Professor, American University
I spent many of my 25 years
in news media as a traditional gatekeeper, working as a managing editor,
executive editor and online programming manager. So when School of
Communication students at American University took on two moblog projects
during the November 2004 elections, I couldnÕt quite turn over all of my inbred editorial control to some thumbs, cell
phones and creative minds.
AU communication students
were part of two experiments. My undergraduate class, Media @ the Millennium,
traded eight Cingular phones among themselves to capture cell phone-eye views
of the month leading up to the presidential election (http://americanu.textamerica.com.)
I decided photos should go through an editor before posting, but found myself
being a bit more lax on the content and didnÕt force as much balance. Their moblog tended to capture more of their personal views--dorm rooms, protests,
student volunteers--rather than pre-election news around Washington, D.C., USA.
Next, the graduate Digital
Skills classes taught by Journalism Division Director Wendell Cochran took part
in the Wireless Election Connection Moblog with Newsplex, TextAmerica and
Cingular Wireless (http://wec.textamerica.com),
a project that had a traditional gatekeeper, at the University of South
Carolina, South Carolina, USA, built in.
Cochran likes trying out new
media tools, so he embraced these projects when they were proposed to us. Such
an experiment is worthwhile, he says, Òbecause it lets us test not just the
technology and the concept, but the type of content most appropriate for the
medium.Ó He and I also agreed that journalistic standards were necessary
throughout the projects, which I coordinated.
What did students think? I
posed this question to undergrads following the first, looser, moblog and
subsequently checked in with a few graduate students who had been assigned
events, topics or time slots for the Newsplex-edited entries. The
undergraduates, who were assigned a more grab-your-fancy kind of task, got as
much of a handle on this new form of journalism as they did on this new form of
phones.
In general, they said:
* Moblogs can be ÒdangerousÓ
without guidelines and ethics;
* Technology is going out of
date as quickly as we adopt it;
* But moblogs are good for
capturing content/information as it occurs--by anyone, not just journalists;
* Camera phones are just one
more tool in the journalistÕs arsenal.
I was somewhat surprised, and
secretly thrilled, by their fear of information flowing freely without
credibility checks. One student worried that journalists might stop asking for
permission before taking some images, while another dismissed moblogs as a
loudspeaker for Òpeople who want their fallen tree heard.Ó
There were those who
concluded that some guidelines and rules were necessary for a journalistic
blog, or else bias would take over. They also said they liked having a visual
recording device handy--in this case, cell phones--should they run into news.
Lesley Kipling, a graduate
student working on the Election Connection project says it made her ponder the
gatekeeperÕs role.
ÒBetween this exercise and
the Ô60 MinutesÕ scandal, the role of the media as a gatekeeper has been a
topic of many discussions among my peers both in class and just hanging out,Ó
Kipling says. ÒIt seems like it will be even harder for our generation of
reporters to break a big story. In the past if someone had information
they thought should be made public, they would contact the media.Ó She says
Ònow they can just post it on the Internet and tell the world without ever
speaking to the press.Ó
Kipling, who has served in
the military in Iraq, says the projects also made her think about both the
widening and narrowing of the news-gathering process.
ÒThe moblog gave the audience
a snapshot of election day events throughout the area, showing the everyman and
the quirks of the day which would not have made national headlines. In that
aspect, it widened the news gathering process. However, election day was an
event that most Americans are familiar with and does not need a lot of context
for people to understand the big picture. Events taking place overseas, such as
the war in Iraq or tsunami recovery efforts, need much more context. To moblog
that type of news story would narrow the news story to the handful of
individuals and incidents photographed and could miss major big picture aspects
entirely.Ó
Another graduate journalism
student, Eric Kay, found the exercise empowering. ÒNo matter what I saw, I knew
that if I took a pic and wrote up a little caption, I could get it online for
the world to see,Ó he says. ÒOn a typical day, my eyes arenÕt always constantly
scanning the people, places and events going on in my environment. However,
because of the empowerment the phone brought, I felt like everything I saw had
the potential to be seen by others.Ó
Kay says he didnÕt feel like
a gatekeeper, which he defines as the role of the producer or editor.
ÒGatekeepers,
like meat plants, turn the raw into the consumable. We were merely the ranchers
in this exercise, gathering raw news and publishing it online, in as close to
an organic manner as one could without gatekeeper interference.Ó
Naturally, the students are
far more articulate than the teacher, in this case me.
My own take? Moblogs, and
more traditional blogs (IÕve always wanted to say those words, Òtraditional
blogsÓ), are journalism when they follow journalism rules of credibility,
balance, ethics--stuff the gatekeeper can try to ensure. When blogs donÕt, they
are a neat new form of information sharing, which opens up dialogue to a wider
audience and encourages input from the populace. This is a good thing, and is
not to be discouraged.
Amy Eisman is an assistant
professor in journalism at American University. She spent 25 years in media, as
a newspaper reporter, editor, executive editor--primarily at USA TODAY and USA
WEEKEND--and then as a programming managing editor at AOL. As a Fulbright
grantee, she lectured last summer at Moscow State University on new media and
convergence.
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
---------------Conferences
Cross-Platform Media Teams
June 21-24
Reston, Virginia, USA
http://www.mediacenter.org/content/5103.cfm
Sponsored by the American Press Institute, this
workshop focuses on strategic thinking for a multi-platform world. Covers
content, revenue and convergence for online-offline teams, departments and
companies.
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
Multimedia Reporting and Convergence Seminar
March 20-25
Western Knight Center for Specialized Journalism
Graduate School of Journalism
University of California, Berkeley
Berkeley, California, USA
The Western
Knight Center for Specialized Journalism is accepting applications for this
expenses-paid seminar that combines practical instruction in multimedia
reporting with in-depth exploration of media convergence and other critical
issues for online news operations. Participants will get five full days of
intense, hands-on instruction on how to do multimedia stories for the Web,
including using digital video cameras, photo cameras and minidisc recorders;
doing storyboards, stand-ups, voiceovers and other broadcast techniques;
digital video, audio and photo editing; creating photo slide shows in Flash;
Web page creation and multimedia Web site design. There also will be evening
and noontime panels and presentations by online publishing experts .
The application
deadline is Feb. 4. Applicants can file online applications but we must receive
a hard copy of the application with work samples and signed documents no later
than Feb. 9. For more information, contact Lanita Pace-Hinton, WKC associate director, at
(510) 643-7429 or e-mail pacel@berkeley.edu.
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Media Opportunities and Strategies for the Multiple
Media Enterprise
March 22-25
Dallas, Texas, USA
http://www.mediacenter.org/content/5101.cfm
This event, sponsored by the American Press Institute,
focuses on how to create and sell innovative content and information services
for connected, multiple-media audiences.
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Midwest Political Science Association 63rd Annual
National Conference
April 7-11
Chicago Palmer House Hilton Hotel, Chicago, Illinois, USA
This
conference will include a section on Mass Media and Political Communication, featuring panels and papers about the nature, origin and impact
of mediated messages. The Midwest Political Science Association is a national
association of researchers with an interest in politics and policy. The MPSA
was founded in 1939 and publishes one of the top journals in the discipline,
the American Journal of Political Science (www.ajps.org ), as well as hosting a national
conference with over 3,000 presenters on about 600 different panels.
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RTNDA@NAB
April 18-20
Las Vegas Hilton,
Nevada, USA
http://www.rtndf.org/convention/
Attend the
premier conference and exhibition for radio, television and online news.
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---------------Copyright and Redistribution
The Convergence Newsletter is Copyright © 2005 by the University of South Carolina, College of Mass Communications and Information Studies. All rights reserved.
The Convergence Newsletter is free and published by The Center for Mass Communications Research at the University of South Carolina, College of Mass Communications and Information Studies. It may be redistributed in any form – print or electronic – without edits or deletion of any content.
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---------------Submission Guidelines/Deadline Schedule
The Convergence Newsletter provides an editorially neutral forum for discussion of the theoretical and professional meaning of media convergence. We welcome articles of all sorts addressing the subject of convergence in journalism and media. We also accept news briefs, calls for papers and conference announcements. Our audience is both academics and professionals, and the publication style is APA 7th edition. Feature articles should be 750 to 1,500 words; other articles should be 250 to 750 words; announcements and conference submissions should be 200 words. All articles should be submitted to The Convergence Newsletter Editor at convergence-editor@mailbox.sc.edu. Please include your name, affiliation and contact information with your submission.
The Convergence Newsletter is published the first week of each month (except January). Articles should be submitted at least 10 days prior to the publication date. Any questions should be sent to convergence-editor@mailbox.sc.edu.
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---------------Subscribe/Unsubscribe Information
To subscribe, unsubscribe or edit your information, please send a message to
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