Vargas Llosa says democracy is the best defense against propaganda and nationalism

His latest historical novel tells of CIA misinformation campaign

Mario Vargas Llosa, a Nobel laureate in literature, has just published a historical novel, Tough Times ("Tiempos recios"), whose plot is based on the 1954 overthrow of the democratically elected government in Guatemala that was engineered by the CIA.  

For the novelist, that conspiracy has many echoes today in the status of news media organizations and the abundance of information and disinformation available to the general public.  

During a publicity tour in Spain, Vargas Llosa gave an interview to El Pais, arguably the country's most prestigious daily. He said that the 1954 coup in Guatemala was masterminded for the CIA by a public relations expert named Edward L. Bernays, whose nickname was "the clever puppetmaster". Bernays's philosophy of communication could be boiled down to a phrase: propaganda will prevail over the truth.

In fact, the media campaign described in the novel was based on what really happened. A propaganda campaign persuaded the elite of Boston "that the interests of the United Fruit Company are the same as the United States, and that the recently inaugurated democracy of Guatemala puts them in jeopardy because of their dependence on the Kremlin". In fact, Soviet influence was exaggerated or non-existent; the government's land policies threatened United Fruit's business interests.

Versión en español

Letters to a publisher II: Treat your readers with respect

How should a media executive manage the business during a time of disruptive technological change? Alfonso Nieto attempted to answer that question in his book "Letters to a newspaper publisher," written in 1987 when newsrooms in Spain were moving from typewriters to computers. His comments have acute relevance today.

Alfonso Nieto, University of Navarra portrait

In this letter to a fictitious newspaper publisher, which he titled "The dwarf and the giant", Alfonso Nieto criticized media owners, managers, and journalists for failing to take into account the problems and the needs of their readers. Nieto saw the media industry as arrogant, looking down on the public and their viewpoints.

Beyond that, the media viewed their audiences as merely market segments to be lumped into groups based on age, gender, income, occupation, or other attributes that they could monetize. 

The arrogance

The media used a language, he believed, that emphasized their superior education and social position rather than trying to create a more intimate connection with their readers. This could very well describe the traditional media today, which have been losing readers and TV viewers because they focus much of their attention on the conflicts among political parties rather than finding solutions.

Letters to a newspaper publisher: it's not just the bottom line

How should a media executive manage the business during a time of disruptive technological change? Alfonso Nieto attempted to answer that question in his book "Letters to a newspaper publisher," written in 1987 when newsrooms in Spain were moving from typewriters to computers. Nieto was one of the pioneers in the discipline of media economics, and his writings have acute relevance today, when the media world has been disrupted again by digital technology. He was rector of the University of Navarra 1979-1991, where I now teach. 

Alfonso Nieto, University of Navarra Photo

Alfonso Nieto worked as a consultant to media executives in addition to teaching, and in this book he wanted to go public with his advice without violating any confidential information. So he created a fictitious news executive to whom he wrote a series of letters with some down-home advice. He wanted publishers to think not just of their business results and their investors but also of their publication's impact on employees, the audience, and democratic society as a whole. 

(It is interesting to note that the Business Roundtable, an organization of business leaders in the U.S., recently advocated a major change in management philosophy in line with Nieto: take into account all stakeholders--employees, customers, suppliers, and community--not just the shareholders.)

How to be more credible, from an investigative reporter

Tina Kaiser. Photo by Gisela Gürtler

News organizations have been losing credibility for years, and the reasons are many. Too often, we journalists have been arrogant and said, in effect, Trust us, we know what we're doing. But today, journalism is under attack, and we have to explain why people should trust us.
 

 There are many things publishers can do to improve credibility, said Tina Kaiser, an investigative reporter for Die Welt in Germany, during a talk with a group of journalists and communicators from the College of Europe.

In her talk, at Die Welt's Berlin headquarters, Kaiser described the publication's policies and mentioned how they were applied in specific stories, such as a series about Arab gangs in Germany.

1. Transparent corrections. Admit your mistakes quickly and fully, and be transparent about how they were made. If an organization simply says, "this information was incorrect", the public is left with doubts about why a correction was determined to be necessary. Was it an honest mistake, a careless breach of journalistic standards, or inaccurate information provided by a source? Without some explanation, readers might assume that a correction was made because of undue pressure and influence from some interested party.

2. "The making of" stories. For any kind of long-term investigative or enterprise stories, a news organization ought to also publish an explanation of how information was obtained, who the sources were, where journalists traveled to interview people and do research, how the information was double-checked and verified, and other information that demonstrates the care and professional standards used.

Is quality journalism sustainable? Here are 20 media organizations that are solving this problem

This post is part of a study that identifies 20 media organizations from 16 countries and four regions  --Eastern and Central Europe, Western Europe, Latin America, and the United States-- that have developed sustainable business models for high-quality journalism. This list is by no means exclusive. The examples were chosen to present a variety of solutions to this challenge. We welcome comments on other media we could have included.

-- James Breiner

Click graphic to enlarge.

In Eastern Europe, a media battle for hearts and minds

Atlantic Magazine features the clash of ideas in Hungary, Prime Minister Viktor Orban vs. philanthropist George Soros.

Many of the right-wing or nationalist leaders of Eastern and Central Europe have been winning votes by attacking the political correctness of the European Union and its allies.

And they have chosen as their whipping boy George Soros, the billionaire and philanthropist whose Open Society Foundations have been funding programs that promote Western democratic values like freedom of expression, human rights, equality, and social justice.

Russian President Vladimir Putin is part of the reason. He has never gotten over the humiliation of the 1991 collapse of the Soviet Union. Even worse was seeing three former member republics --Lithuania, Latvia, and Estonia-- join the European Union in 2004, along with four former Eastern bloc members, Poland, Hungary, Slovakia, and the Czech Republic. He is using media to try to get them back.

People are more important than the product

Reflections on several decades of managing news publications

A student in a media management course had to interview a media professional for his final research project. I agreed to be his subject, and in the course of an hour, he got me to talk about my philosophy of management in the digital era.

Reading over the transcript of that interview, I realized how my thinking had changed over the years. The main lesson I learned was to put people first. Growing up in the old newspaper model of the news factory, I developed skill in the processes of production, meeting deadlines, getting the product out the door. That was the priority: produce a sufficent quantity of content at a level of professional quality consistent with the limitations of time, money, and space (the news pages) available.

The paradox

Over time, I discovered an interesting paradox: Putting people first generates more profit. If you think first about developing your people and helping them achieve their personal and professional goals, the profit will follow. When you create an organization where people feel they are growing and learning and participating in a mission bigger than themselves, they become tremendously creative and productive.

Smart money is betting on local, trustworthy news

This blog post started out as an explanation to my friends and family in Cleveland and Columbus, Ohio, why their local newspapers had become shadows of their former selves. Why their newspapers were so thin. Why news coverage was so shallow. Why they felt like they weren't getting their money's worth.

From trust to distrust in one decade. Pew.

And we will get there in a minute, but first, some good news. It was heartening to see the Knight Foundation's recent announcement that it was committing $300 million over five years to strengthen journalism, from the ground up, by focusing on local news and on encouraging collaboration.

 “We’re not funding one-offs. We’re helping to rebuild a local news ecosystem, reliable and sustainable, and we’re doing it in a way that anyone who cares can participate,” said Alberto Ibargüen, Knight Foundation president.

Gradually, civic minded individuals and organizations have realized that the loss of local news coverage threatens democracy and citizen participation. Citizens don't know what's going on, which leaves elected officials unaccountable for how they provide services and spend the public's money. “Reliable news and information are essential for people to make democracy work,” said Jennifer Preston, Knight Foundation vice president for journalism.

The benevolent virus that is saving the news media

The network effects that destroyed traditional news organizations are benefiting digital startups, which can grow virally and generate outsized impact in their communities. 

 

From Unimedliving

My teaching colleagues are experts on the economics of the media industry, and we recently had a lively debate on how to reverse the financial crisis of journalism. The collapse of the industry's business model is endangering the institution of journalism-the Fourth Estate, a counterweight to power--by eliminating journalists and media coverage, especially for local media.


It's a question that was explored recently by Ken Doctor at Nieman Lab in his report, "Newspapers are shells of their former selves. So who’s going to build what comes next in local?"

Doctor details a number of initiatives by non-profit and for-profit organizations aimed at filling the gaps in local news coverage involving hundreds of media outlets. But using the standard industry metrics, it doesn't a appear to be sufficient to plug the gaps in the short term without significant changes in the way news media do business. Entire communities are losing news coverage of any kind, a pillar of democratic institutions.

Versión en español

Innovation studies go back to the future

Predicting the future has always been a dangerous business in the creative industries. As any economist will tell you, products like books, movies, TV shows, and music are "experience goods", which can only be evaluated after they are purchased or experienced.

Making predictions or recommending strategies is especially difficult now with rapid technological change disrupting every creative industry. This theme appeared in several of the presentations at the  Creative Industries and Media Management Conference held at the University of Porto, Portugal, Sept. 19-21. The conference was organized by Paulo Faustino of Porto and Nova universities.

--Michal Glowacki, professor of journalism at the University of Warsaw, presented preliminary findings from a study of the dynamics of organizational culture in public media that identified success factors in what he calls creative media clusters.

Where the jobs are for graduates in journalism

"The new journalism specialties". The graphic shows that 56% of the Spanish journalists surveyed work in media that have community managers, and 30% employ data and traffic analysts. Click to enlarge the graphic.

Where will the jobs be for graduates in journalism and communication? The results of a survey of journalists in Spain give some indication. The urgent demand is for people with digital media skills, but more on that in a minute.

The Press Association of Madrid's (abbreviated to APM in Spanish) 2017 survey was sent to 13,500 professionals, and the overall response rate was a respectable 13%. A little more than a third were working in journalism while another third were working in other professions or were retired or semi-retired. The remaining 30 percent were working in communications, mainly advertising and public relations. (News articles about the survey are here, here, and here in Spanish.

Disconnect in training

The survey results show that the respondents to the survey are not the ones who are filling the new digital media jobs in their newsrooms. For example, 56% of the respondents said their publications had digital community managers--the people responsible for interacting with users in social networks and other channels--while only 13% of the respondents said they were working in those jobs.

A voice for free speech in a free world

Marty Baron, center, with U. of Navarra faculty and students. Photo by Manuel Castells

Marty Baron, editor of the Washington Post, came to speak at University of Navarra events in Madrid and Pamplona last week.

Baron's message made me proud to be an American and a journalist. The whole world looks to the U.S. for leadership. Here is an excerpt from his speech in Madrid.

"At the center of our mission is journalism that holds powerful institutions and individuals accountable. We have an obligation to speak truth to power. And the powerful in our world should never be allowed to suppress it.
For all the challenges we face in the media today, this is the greatest. It is why we as journalists must stay faithful to our central purpose. Someone must still tell things as they really are.
No government power, no powerful institution, and no powerful individual should have the right to stop us. And we in the press should not stop ourselves because of fear or self-censorship. These are times to remind ourselves what it means to be a free people, times to think hard about what is required of us if we wish to hold on to the freedoms that we value.
In too many countries, in too many ways, our liberties are being placed at risk. Among those most in jeopardy are free expression, including a free press. For those of us who work in the press, and for all who cherish the free expression that gives meaning and life to our democracies, the quality we now need most, is courage."

Deal with the Devil: Facebook, Google, mobile apps

A deal with the devil.

Versión en español

It was the science fiction writer Arthur C. Clarke who wrote, "Any sufficiently advanced technology is indistinguishable from magic." And clearly many people think that way about applications for smartphones.

 

Mobile apps can show us detailed maps of most places on earth. 

 

They can read QR codes that tell us when the next bus is coming to this stop. 

 

They alert us to the scores of sporting events we care about. 

 

They allow us to send text messages, free, to billions of people anywhere in the world (WhatsApp and WeChat users alone account for nearly 2 billion).

 

So we willingly give ourselves over to these services that do all these amazing things for us. Often we sign in to them using our Facebook or Google or Twitter accounts, thereby giving those social network platforms access to information about our preferences for products, who are friends are, where we are dining, and how we are amusing ourselves.

 

Narrative in Latin America: conscience and credibility

Versión en español.

For a class on narrative techniques here in Mexico, I was looking for examples of the kind of writing you find in New Yorker. The magazine Gatopardo has that reputation.

Alejandro Almazán. Photo: MasPorMas.com

It was there I found the story of "A hapless narco" ("Un narco sin suerte) by Alejandro Almazan and immediately got hooked.  It tells the story of one J.R., a singer of corridos, traditional songs that tell stories of heroes and villains based on real people and events.

J.R. and his family are living a quiet life up in the mountains when he hears about the fortunes being made in the illegal drug trade by people in Culiacan, in northwestern Mexico. He decides he wants a piece of that. But his every attempt fails for reasons that are by turns hilarious and frightening.

The story is perfect in every detail. So perfect, in fact, that I wondered if this were really journalism or fiction. The magazine gave it a journalistic label: "reportaje," which is definitely not fiction.

Journalists have to market their work in social media

Versión en español aquí.

A young acquaintance was applying for an online reporting job at an internationally renowned news organization.

But the interviewer did not focus on the job candidate's articles. He wanted to know more about the metrics of audience engagement with the candidate's stories -- time spent, social sharing, search traffic.

How had the candidate used social media to capture readers? How effective were the tactics? What measurement tools had he used to gauge effectiveness?

In other words, did this job candidate understand how to capture and interact with the audience on the web?

Independent print startup thrives despite crisis

While print newspapers are losing subscribers and advertisers in the rest of Europe, an Italian print publication launched by an investigative reporter is thriving because of its independent voice.

Il Fatto Quotidiano (The Daily Facts) has been slaying sacred cows since 2009 and makes its money from subscribers and newsstand sales -- roughly 6 million euros in profit in both 2010 and 2011. Part of its success may be attributable to its opposition to then-Prime Minister Silvio Berlusconi, whose control of a vast media empire tended to stifle criticism of his administration.

As of June last year (the latest figures available), Il Fatto had circulation of 127,000 daily, with 42,000 subscribers (at 290 euros annually), with the rest sold on newsstands. Earlier this year it reported 450,000 unique users daily for its online edition.

The fact that a print publication supported by subscribers could thrive amid a worldwide economic downturn and a collapsing economic model for print seems remarkable.

For non-technical journalists, a free platform

Recently I met the people of Sourcefabric, who produce two free publishing platforms for print and radio organizations that want to have a web presence.


This non-profit group, based in Prague, has been helping independent media outlets extend their reach on the Web for more than a decade. (Disclosure, I was a guest speaker at their recent conference in Prague.)


Their web platform for print media (known as a content management system or CMS) is called Newscoop; their system for radio is called Airtime.

How to make money on digital journalism: a course in Spain

Last week I gave an all-day seminar to 30 journalists in Valencia, Spain, on the business aspects of starting a digital news outlet.

It‘s easy enough to launch a blog or web page, but the hard part is making money. I gave participants a series of examples of revenue sources other than advertising and subscriptions:

7 tips to stimulate innovation in newsrooms

Tina Seelig, venturebeat.com

Versión en español aquí.

I just finished taking the free online course on innovation offered at NewsU and thought the beleaguered folks working at newspapers could certainly benefit. So could digital news entrepreneurs. The course offers simple, useful techniques to encourage innovation in any newsroom.

The main takeaways:

• Innovation is a discipline and it can be taught. 
• The big eureka moments occur when there is a culture of continuous incremental change. 
• Do cheap prototypes of a product or service early in the process. It reduces risk and produces valuable insights.
• A new product or service needs to solve a problem. The bigger the problem the bigger the opportunity. No one will pay you to solve a non-problem.

Faves from NewsU’s 100 ideas for better journalism

(Aquí se encuentran entradas relacionadas sobre periodismo emprendedor y liderazgo.)

NewsU and its founder, Howard Finberg, celebrated their 100th webinar today with ideas from faculty at the Poynter Institute on making journalism better.

My favorites had to do with leadership and the business side of the news.

From Wendy Wallace, on journalism entrepreneurs

• Play to your strengths. Develop a niche that highlights your special skills, knowledge or talents. 
• Pick a problem that needs solving, that will make your community a better place.
• Find the money to survive by studying how other entrepreneurs did it.
• Form partnerships. You can´t succeed alone. Even competitors might be allies in selected activities. 

From Paul Pohlman, on coaching your colleagues

• Spend a few minutes a day with people to ask them how their work is going. Feedback is crucial and greatly appreciated.
• Be an active listener. Replay to them what you heard.
• For long-term coaching, set aside time each week to see how employees´ projects are going. Schedule it or it won´t happen.
• Help people make plans, review past work, give honest criticism.