Tag: #news

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Let’s talk more about what quality journalism truly means!

As a rapporteur for Wan-Ifra’s World News Media Congress 2025 in Krakow and member of their Expert Panel, Alexandra had the honor of sharing her key insights on stage in the final wrap-up, together with co-experts Jeremy Clifford (UK) and Chris Janz (AUS). This is the written-up version:

🏄 It’s about strategy: No matter which technology or platform you are using, it won’t help you when you don’t know your mission and the needs of your audiences. And when you have a strategy, follow it – and cut down on the rest.

🏄 It’s about direct and loyal relationships to users and customers: Give people more reasons to go directly on your site and engage, to download your app, to subscribe to your products, to attend your events. In an AI mediated environment when referrals from search decline and your brand will further lose visibility, this is the only way to make your business sustainable.

🏄 It’s about brand: Trust is rooted in brands. This could be personal brands or organizational brands. Double down on clarifying and delivering the value proposition of your brand. Young people tend to be less loyal or even brand agnostic. Put particularly effort in attracting and retaining the next generations of users by understanding their needs.

🏄 It’s about emotion: In a sea of choices, signals that trigger emotional responses matter. Feeling connected is a human need. When so much of life is dominated by technology, people are even more likely to look for authenticity. Particularly young people want to be listened to, not talked down to.

🏄 It’s about place: In a globalized, sometimes confusing world, many people are looking for meaning and human connection in their communities. Much of political polarization is fueled by the rural-urban divide: people from outside the political centres often feel not represented in public debates and policy making. There is potential for excellent storytelling away from where power crowds. Local journalism matters.

🏄 It’s about journalism: In an age when content can be produced at scale by AI, we need to move journalism up the value chain, as SVT’s Director General Anne Lagercrantz put it in a recent interview. And every news organization needs to explore and talk more about what that means for them. We don’t talk about what we mean by quality journalism nearly enough.
 

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Anne Lagercrantz, SVT: “Journalism has to move up the value chain”

Anne Lagercrantz is the Director General of SVT Swedish Television. Alexandra talked to her about how generative AI has created more value for audiences, SVTs network of super users, and what will make journalism unique as opposed to automated content generation. 

Anne, many in the industry have high hopes that AI can do a lot to improve journalism, for example by making it more inclusive and appealing to broader audiences. Looking at SVT, do you see evidence for this?  

I can see some evidence in the creative workflows. We just won an award for our Verify Desk, which uses face recognition and geo positioning for verification.  

Then, of course, we provide automated subtitles and AI-driven content recommendations. In investigative journalism, we use synthetic voices to ensure anonymity.  

I don’t think we reach a broader audience. But it’s really being inclusive and engaging. 

In our interview for the 2024 report, you said AI hadn’t been transformative yet for SVT. What about one year later? 

We’re one step further towards the transformative. For example, when I look at kids’ content, we now use text to video tools that are good enough for real productions. We used AI tools to develop games then we built a whole show around it.  

So, we have transformative use cases but it hasn’t transformed our company yet.  

What would your vision be? 

Our vision is to use AI tools to create more value for the audience and to be more effective.  

However – and I hear this a lot from the industry – we’re increasing individual efficiency and creativity, but we’re not saving any money. Right now, everything is more expensive.  

Opinions are split on AI and creativity. Some say that the tools help people to be more creative, others say they are making users lazy. What are your observations?  

I think people are truly more creative. Take the Antiques Roadshow as an example, an international format that originated at the BBC.  

We’ve run it for 36 years. People present their antiques and have experts estimate their value. The producers used to work with still pictures but with AI support they can animate them.  

But again, it’s not the machine, it’s the human and the machine together.  

You were a newsroom leader for many, many years. What has helped to bring colleagues along and have them work with AI?  

I think we cracked the code. What we’ve done is, we created four small hubs: one for news, one for programmes, one for the back office and one for product. And the head of AI is holding it all together.  

The hubs consist of devoted experts who have designated time for coaching and experimenting with new tools. And then there’s a network of super users, we have 200 alone in the news department.  

It has been such a great experience to have colleagues learn from each other.  

It’s a top-down movement but bottom-up as well. We combine that with training, AI learning days with open demos. Everyone has access and possibility.  

We’ve tried to democratize learning. What has really helped to change attitudes and culture was when we created our own SVTGPT, a safe environment for people to play around in. 

What are the biggest conflicts about the usage of AI in the newsroom? 

The greatest friction is to have enthusiastic teams and co-workers who want to explore AI tools, but then there are no legal or financial frameworks in place.  

It’s like curiosity and enthusiasm meeting GDPR or privacy. And that’s difficult because we want people to explore, but we also want to do it in a safe manner. 

Would you say there’s too much regulation?  

No, I just think the AI is developing at a speed we’re not used to. And we need to find the time to have our legal and security department on board.  

Also, the market is flooded with new tools. And of course, some people want to try them all. But it’s not possible to assess fast that they’re safe enough. That’s when people feel limited. 

No one seems to be eager to talk about ethics any longer because everyone is so busy keeping up and afraid of missing the boat. 

Maybe we are in a good spot because we can experiment with animated kids’ content first. That’s different from experimenting with news where we are a lot more careful.  

Do you get audience reaction when using AI?  

There are some reactions, more curious than sceptical.  

What also helps is that the Swedish media industry has agreed upon AI transparency recommendations, saying that we will tell the audience that is AI when it has a substantial influence on the content. It could be confusing to label every tiny thing.  

Where do you see the future of journalism in the AI age now with reasoning models coming up and everyone thinking, oh, AI can do much of the news work that has been done by humans before? 

I’m certain that journalism has to move up in the value chain to investigation, verification and premium content.  

And we need to be better in providing context and accountability.  

Accountability is so valuable because it will become a rare commodity. If I want to contact Facebook or Instagram, it’s almost impossible. And how do you hold an algorithm accountable?  

But it is quite easy to reach an editor or reporter. We are close to home and accountable. Journalists will need to shift from being content creators and curators to meaning makers.  

We need to become more constructive and foster trust and optimism.  

Being an optimist is not always easy these days. Do you have fears in the face of the new AI world? 

Of course. One is that an overreliance on AI will lead to a decline in critical thinking and originality.  

We’re also super aware that there are a lot of hallucinations. Also, that misinformation could undermine public trust, and that it is difficult to balance innovation with an ethical AI governance.  

Another fear is that we are blinded by all the shiny new things and that we’re not looking at the big picture.  

What do you think is not talked about enough in the context of journalism and AI? 

We need to talk more about soft values: How are we as human beings affected by new technology?  

If we all stare at our own devices instead of looking at things together, we will see loneliness and isolation rise further.  

Someone recently said we used to talk about physical health then about mental health, and now we need to talk about social health, because you don’t ever need to meet anyone, you can just interact with your device. I think that’s super scary.  

And public service has such a meaningful role in sparking conversations, getting people together across generations.  

Another issue we need to talk more about is: if there is so much personalization and everyone has their own version of reality, what will we put in the archives? We need a shared record.

This interview was published by the EBU on 16th April as an appetizer for the EBU News Report “Leading Newsrooms in the Age of Generative AI”. 

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Kasper Lindskow, JP Politiken Media Group: “Generative AI can Give Journalists Superpowers”

Kasper Lindskow is the Head of AI at the Danish Politiken Media Group, one of the front runners in implementing GenAI based solutions in the industry. He is also co-founder of the Nordic AI in Media Summit, a leading industry conference on AI. Alexandra spoke to him about how to bring people along with new technologies, conflicts in the newsroom, and how to get the right tone of voice in the journalism. 

Kasper, industry insiders regard JP/Politiken as a role model in implementing AI in its newsrooms. Which tools have been the most attractive for your employees so far?  

We rolled out a basic ChatGPT clone in a safe environment to all employees in March 2024 and are in the process of rolling out more advanced tools. The key for us has been to “toolify” AI so that it can be used broadly across the organization, also for the more advanced stuff.  

Now, the front runners are using it in all sorts of different creative ways. But we are seeing the classic cases being used most widely, like proofreading and adaptation to the writing guides of our different news brands, for example suggesting headlines.  

We’ve seen growing use of AI also for searching the news archive and writing text boxes.  

Roughly estimated, what’s the share of people in your organization who feel comfortable using AI tools on a daily basis? 

Well, the front runners are experimenting with them regardless of whether we make tools available. I’d estimate this group to be between 10 and 15 percent of newsroom staff. I’d say we have an equally small group who are not interested in interacting with AI at all.  

And then we have the most interesting group, between 70 and 80 percent or so of journalists who are interested and having tried to work with AI a little bit.  

From our perspective, the most important part of rolling out AI is to build tools that fit that group to ensure a wider adoption. The potential is not in the front runners but in the normal, ordinary journalists. 

This sounds like a huge, expensive effort. How large is your team?  

We are an organization of roughly 3,000 people. Currently we are 11 people working full-time on AI development in the centralized AI unit plus two PhDs. That’s not a lot. But we also work for local AI hubs in different newsrooms, so people there spend time working with us.  

This is costly. It does take time and effort, in particular if you want high quality and you want to ensure everything aligns with the journalism.  

I do see a risk here of companies underinvesting and only doing the efficiency part and not aligning it with the journalism. 

Do you have public-facing tools and products? 

In recommender systems we do, because that’s about personalizing the news flow. That’s public facing and enabled by metadata.  

We’re also activating metadata in ways that are public facing just for example in “read more” lists that are not personalized.  

But in general, we’re not doing anything really public facing with generative AI that does not have humans in the loop yet. 

What are the biggest conflicts around AI in your organization or in the newsroom? 

Most debates are about automated recommender systems. Because sometimes they churn out stuff that colleagues don’t find relevant.  

But our journalists have very different reading profiles from the general public. They read everything and then they criticize when something very old turns up.  

And then, of course, you have people thinking: “What will this do to my job?”  

But all in all, there hasn’t been much criticism. We are getting a lot more requests like: “Can you please build this for me?” 

What do you think the advancement of generative AI will do to the news industry as a whole? 

Let’s talk about risks first. There’s definitely a risk of things being rolled out too fast. This is very new technology. We know some limitations, others we don’t.  

So, it is important to roll it out responsibly at a pace that people can handle and with the proper education along the way.  

If you roll it out too fast there will be mistakes that would both hurt the rollout of AI and the potential you could create with it, impacting the trustworthiness of news.  

Another risk is not taking the need to align these systems with your initial mission seriously enough. 

Some organizations struggle with strategic alignment, could you explain this a bit, please?  

Generative AI has a well-known tendency to gravitate towards the median in its output – meaning that if you have that fast prototype with a small prompt and roll it out then your articles tend to become dull, ordinary and average.  

It’s not necessarily a tool for excellence. It can be but you really need to do it right. You need to align it with the news brand and its particular tone of voice, for example. That requires extensive work, user testing and fine-tuning of the systems underneath.  

If we don’t take the journalistic work seriously, either because we don’t have resources to do it or because we don’t know it or move too fast, it could have a bad impact on what we’re trying to achieve. Those are the risk factors that we can impact ourselves. 

The other risks depend on what happens in the tech industry? 

A big one is when other types of companies begin using AI to do journalism. 

You mean companies that are not bound by journalistic values? 

If you’re not a public service broadcaster but a private media company, for the past 20 years you’ve experienced a structural decline.  

If tech giants begin de-bundling the news product even further by competing with journalists, this could accelerate the structural decline of news media.  

But we should talk about opportunities now. Because if done properly, generative AI in particular has massive potential. It can give journalists superpowers.  

Because it helps to enrich storytelling and to automate the boring tasks? 

We are not there yet. But generative AI is close to having the potential for, once you have done your news work with finding the story, telling that story across different modalities.  

And to me that is strong positive potential for addressing different types of readers and audiences. 

We included a case study on Magna in the first EBU News Report which was published in June 2024. What have your biggest surprises been since then? 

My biggest positive surprise is the level of feedback we are getting from our journalists. They’re really engaging with these tools. It’s extremely exciting for us as an AI unit that we are no longer working from assumptions but we are getting this direct feedback.  

I am positively surprised but also cautious about the extent to which we have been able to adapt these systems to our individual news brands. Our tool Magna is a shared infrastructure framework for everyone.  

But when you ask it to perform a task it gives very different output depending on the brand you request it for. You get, for example, a more tabloid-style response for Ekstra Bladet and a more sophisticated one for our upmarket Politiken.  

A lot of work went into writing very different prompts for the different brands.  

What about the hallucinations everyone is so afraid of? 

This was another surprise. We thought that factuality was going to be the big issue. We had many tests and found out that when we use it correctly and ground it in external facts, we are seeing very few factual errors and hallucinations.  

Usually, they stem from an article in the archive that is outdated because something new happened, not because of any hallucinations inside the model.  

The issue is more getting the feel right in the output, the tone of voice, the angles that are chosen in this publication that we’re working with – everything that has to do with the identity of the news brand.  

This interview was published by the EBU as an appetizer for the News Report “Leading Newsrooms in the Age of Generative AI” on .8th April 2025.

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Managers, Talk About Your Fears!

Supposedly, the days are over when newsrooms resembled macho hives, war reporters were the cool guys with armoured souls and journalists could only guess a colleague’s burnout by the length of a sick leave. At least that’s how Phil Chetwynd, Global News Director at the AFP news agency, sees it. While 10 to 15 years ago newsrooms were dominated by a culture of “don’t ask, don’t tell”, since then not only has the discussion about mental health in the workplace reached a different level; appropriate structures have also been put in place, Chetwynd said on a panel at the International Journalism Festival in Perugia. This was necessary, he added, as journalists worldwide were facing unprecedented pressure.

In fact, just scrolling through the festival program provides a good overview of all the pain points: Eroding business are squeezing budgets and AI is accelerating the pace of innovation, while authoritarian politicians and their vassals are discrediting journalism, threatening journalists and sowing mistrust or even hostility towards the profession among the population, which is expressed both online and offline. Nevertheless, it is safe to assume that some media executives have not yet understood this with all its consequences.

In fact, business models can only be made resilient if you take care of those who are supposed to do so. And for all the reasons mentioned, the media industry has lost its appeal. Many journalists and media managers are questioning their career choice or leaving for calmer waters if they can. And the next generations don’t even feel tempted to join. In editorial offices that operate according to the old principle “if you can’t stand the heat, get out of the kitchen”, things could soon become breezy. Starting your own business is an alternative. However, it is more suitable for workaholics and self-exploiters, as was made clear on one or two other panels. So even in start-ups, there is no harm in thinking about mental health at an early stage.

Journalist and consultant Hannah Storm – on stage with Chetwynd – has published a book on the subject in 2024. “Mental Health and Wellbeing for Journalists” is based on 45 interviews with media people and trauma experts from all over the world. Key is to create safe spaces for conversations about the topic, said Storm. And anyone who thinks of post-traumatic stress disorder primarily in terms of war correspondents is underestimating the extent of the issue. For example, those who view disturbing footage day in, day out may be more affected than those who work in the middle of the action, said Storm. Vicarious trauma is the technical term for this. Psychologist Sian Williams has developed some recommendations for newsrooms on how to deal with this.

Such guidelines should also be of interest to local editors, as colleagues who frequently report from accident scenes or are confronted with gruesome details when covering the courts generally receive less attention than those who are sent to crisis areas. And fact-checkers are particularly threatened online – to an extent, as Chetwynd reports, that they no longer sign their texts with their names at AFP. The non-profit company The Self Investigation has put together a toolkit on mental health specifically for this group.

For some it’s not the news that causes burnout, but the accelerated pace in newsrooms coupled with economic pressure and concerns that AI could make the job redundant – all this on top of the normal madness of family management that keeps many colleagues busy in key career years. And this is not only true in cultures where self-fulfilment and leisure time play a major role. At a change management workshop for a media company in Malaysia – I led the seminar – participants brought up work-life balance and mental health as top challenges for the industry.  

Emma Thomasson, now a consultant and previously a bureau chief and senior correspondent at Reuters, addressed the topic proactively at the news agency and met with such a positive response that she set up a corresponding internal program. Today, she is involved in the journalist helpline of the Netzwerk Recherche, which offers help to all those who feel that the stress of their job is getting too much for them.

But managers are not doing their job if they leave such offers solely to external bodies and the initiative of those potentially affected. It is important to create a culture in which employees can talk about such experiences without fear, said Chetwynd. This includes managers also showing themselves to be vulnerable. This challenge must be taken up by all those in leadership positions. At AFP, with its 150 offices around the world, that’s a lot of people, but that’s the only way it works. Chetwynd: “The only barriers to a potentially unlimited amount of work are the managers.”

Experts consider two things in particular to be important to alleviate stress: good preparation and regular breaks. Not every journalist, for example, is suited for every assignment simply because of their character and personal history. And managers should address the potential risks proactively before someone takes on a task – be it a disaster assignment or moderating online comments. Adjustment helps. AFP, for example, only lets crisis reporters go to the front lines once they have become familiar with the environment and culture in less exposed roles. And after a few weeks, they must take time off to breathe. This sounds simple, but in many traditional newsrooms as well as in start-ups, it is part of the culture to quietly let workaholics do their thing if they get unloved work out of the way or increase the fame of the brand. This may work in the short term, but in the long run such negligence can be expensive – not to mention the human cost of it. 

Media companies are generally well advised to think proactively about the current and desired corporate or editorial culture, put it in words and communicate it precisely to employees. Lea Korsgaard, editor-in-chief of the widely praised Danish news brand Zetland, presented clear principles on another Perugia panel. Everyone who joins the company gets an hour with her, “and then I explain the culture”, she said, adding: “If you want to create a human-centric product, you need a human-centred culture.” Any news organization who wants to play a part in the battle for talent should listen up.

This column was written for and published by Medieninsider in German (“Chefs, redet über eure Ängste!”) on 15th April 2025.

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Interview with Prof. Charlie Beckett on AI: “Frankly, I’ve never seen industry executives so worried before”

LSE-Professor Charlie Beckett, founder and director of the JournalismAI project, talks about what AI means for journalism, how to tell advice from rubbish, and how the news industry adjusts to the new challenges.

Medieninsider: Since the launch of ChatGPT, new AI applications relevant to journalism have been announced almost every day. Which one intrigues you the most?

Charlie Beckett: A small newsroom in Malawi that is participating in our AI course for small newsrooms, recently built a generative AI-based tool that is practically a whole toolbox, It can be used to simplify newsroom workflows. The idea is to quickly process information and cast it into formats, a kind of super-efficient editorial manager. It’s not one of those sensational applications that help discover deep fakes or unearth the next Watergate as an investigative tool. But I think it’s great: an African newsroom that quickly develops something that makes day-to-day operations easier. I think the immediate future lies in these more mechanical applications. That often gets lost in the media hype. People would rather discuss topics like killer robots.

 

Do you think small newsrooms will benefit most from AI, or will the big players be the winners once again?

The answer is: I don’t know! So far, when it comes to innovation, large newsrooms have benefited the most because they can invest more. But if small newsrooms can find a few tools to help them automate newsletters or analyze data for an investigative project, for example, it can help them tremendously. A ten percent gain in efficiency can be an existential question for them. For local newsrooms AI could prove to be a bridge technology. At least that’s what I hear in conversations.

Because they can do more with fewer people? There is this example from Sweden of a tool that automatically evaluates real estate prices; it has been successful generating subscriptions, because readers love that kind of stuff – just like weather and traffic reports.

At least, that’s what editors at small newsrooms hope. They say they could use AI to produce at least sufficient content to justify the existence of their brand. Reporters could then focus on researching real local stories. We’ll see if that happens. But AI will definitely shape the industry at least as much as online journalism and the rise of social media have.

AI seems to unleash enthusiasm and a spirit of experimentation in the industry, unlike back in the early days of online journalism, when many were sceptical.

The speed of the development is almost breath-taking. In the beginning, we looked at artificially generated images and thought, well, that looks a bit wobbly. Three months later, there were already impressively realistic images. We’re moving through this hype cycle right now. No matter which newsroom in the world I talk to everyone is at least playing around with AI; by the end of the year at the latest, many will have implemented something.

But you say it’s too early to make predictions?

We’re seeing an extremely fluid development right now. Advertisers don’t yet know what to do, and in the relationship between platform groups and publishers, a lot is out in the open again. In fact, I’ve never experienced anything like this before. It’s clear to everyone that we’re facing a big change.

But isn’t it risky to just wait, and see?

Automation is still very unstable. Setting up new processes at the current level would be like building a house on a volcano. The right process is: let employees experiment, learn, and definitely think about potential impacts. If you’re asking me now, what are the ten tools I need to know, that’s the wrong question.

That’s exactly what I wanted to ask, of course. That’s what a lot of people want to know at the moment, after all. And everyone wants to be the first to publish the ultimate AI manual for newsrooms. So, do you have to be suspicious when someone confidently claims to have solutions?

We are currently collecting who is using which tools and what experiences are being made with them. But we are not making recommendations about what is the best tool. I just spoke to the CEO of a major broadcaster. They are doing it this way: In addition to regular meetings and information sessions, they take half an hour a day to simply play around with new tools. If you’re a CEO, of course you must budget for AI. But it should be flexible.

Many newsrooms are currently establishing rules for the responsible use of AI. Bayerischer Rundfunk is one example; the person who pushed this was in one of the first cohorts of your LSE Journalism and AI Project.

Establishing rules is a good thing, but it should read at the very beginning: All this could change. It’s also important to start such a set of rules with a message of encouragement. Any CEO who immediately says we don’t do this, and we don’t do that is making a big mistake. The best guidelines are the ones that say, these are our limits, and these are the important questions we should be asking about all applications. Transparency is an important issue: who do I tell what I’m experimenting with? My supervisors, my colleagues, the users? And, of course, a general caution is in order. Currently there are swarms of company representatives out there, trying to sell you miracle tools. 90 percent of them are nonsense.

How transparent should you be to the public?

Bloomberg, for example, writes under its texts: This is 100 percent AI-generated. That’s not meant as a warning signal, but as a sign of pride. It’s meant to say: we can handle this technology; you can trust us. I think editors are a bit too worried about that. Today it doesn’t read under texts: „Some of the information came from news agencies“ or „The intern helped with the research.” Newsrooms should confidently use transparency notices to show consumers that they want to give them more value. Some brands will continue to have clickbait pages and now fill them with a lot of AI rubbish without disclosing that. But these have probably always produced a lot of garbage.

How does journalism education need to change? Should those who enter the profession because they like to write now be discouraged from doing so because AI will soon be extremely good at it?

The first thing I would say is that not much will change. The qualities and skills we foster in education are deeply human: curiosity, creativity, competencies. in the past 15 years, of course, technical skills have been added. Then again fundamental things have changed. Today, more than ever, it’s about building relationships with users, it is not just about product development. Journalism is a data-driven, structured process of information delivery. With generative AI, technology fades into the background. You don’t have to learn how to code any longer. But a key skill will be to learn how to write excellent prompts. Writing prompts will be like coding, but without the math.

Journalists may feel their core skills challenged by these AI tools, but couldn’t they be a great opportunity to democratize anything that requires language fluency? For example, my students, many of whom are not native speakers, use ChatGPT to edit their resumes.

Maybe we shouldn’t use that big word democratization, but AI could lower barriers and remove obstacles. The lines between disciplines are likely to blur. I used to need data scientists or graphic designers to do certain tasks, now I can do a lot of stuff myself with the right prompts. On the other hand, I’m sceptical. We often underestimate the ways in which inequalities and injustices persist online.

We’ve talked a lot about the opportunities of AI for journalism. What are the biggest risks?

There is, of course, the great dependence on tech companies, and the risk of discrimination. Journalism has to be fact-based and accurate, generative AI can’t deliver that to the same extent. But the biggest risk is probably that the role of the media as an intermediator will continue to dwindle. Already the Internet has weakened that role; people can go directly to those offering information. But AI that is based on language models will answer all questions without people ever encountering the source of the information. This is a massive problem for business models. What kind of regulation will be needed, what commercial agreements, what about copyright? Frankly, I’ve never seen industry executives so worried before.

This is indeed threatening.

It’s existential. First, they said, oh my God, the Internet has stolen our ad revenue. Then they said, oh my God, Twitter has taken attention away from us. And now they’re staring at this thing thinking, why in the world would anyone ever come to my website again? And they have to find an answer to that.

Do journalists have to fear for their jobs?

Media organisations won’t disappear overnight. But there will be more products that will look like good journalism. We have a toxic cocktail here that is fascinating, but also scary. This cocktail consists of uncertainty, which journalists always love. It also consists of complexity, which is exciting for all intelligent people. The third ingredient is speed, and the old rule applies here: we usually overestimate the short-term consequences and underestimate the long-term effects. Over the 15 years that I’ve been doing this, there have been people who have said, 80 percent of media brands will disappear, or 60 percent of journalists will no longer be needed or things like that. But today we have more journalism than ever before.

But the dependence on the big tech companies will grow rather than shrink. 

On the one hand, yes. You definitely need friends from this tech world to help you understand these things. On the other hand, suddenly there’s new competition. Google may no longer be this great power we thought it was. New competition always opens opportunities to renegotiate your own position. The media industry must take advantage of these opportunities. I’m on shaky grounds here because the JournalismAI initiative is funded by Google. But I think neither Google nor politicians really care about how the media is doing. Probably quite a few politicians would be happy if journalism disappeared. We therefore need to redefine and communicate as an industry what the added value of journalism is for people and society – regardless of previous ideas about journalism as an institution.

Quite a few colleagues in the industry say behind closed doors, „Fortunately, I’m approaching the end of my career, the best years of journalism are behind us.“ Would you want to be a journalist again under the current conditions and perspectives?

Absolutely. It’s an empirical fact that with all the possibilities today, you can produce better journalism than ever before.

The interview was first published in German by Medieninsider on 9th September 2023 and in English on 14th September 2023.

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Getting climate journalism right means getting journalism right

Many newsroom look at expanding climate journalism as a duty, but not as an opportunity. This might be one reason why just a few media houses have a climate strategy. At the Constructive Journalism Day 2022 organized by NDR Info and Hamburg Media School, I talked about why climate journalism holds great potential for bringing journalism as a whole into the future. 

In November 2022, many people took in another big dose of climate journalism. For some, it may have felt like an overdose. The climate summit in Sharm-El-Sheik dominated the headlines for days. And we learned from the media: it was a disaster. “Less than nothing” had been achieved, was the title of a commentary in the Süddeutsche Zeitung. In addition, there were the protests of young people who, in their rage, stuck themselves to streets or destroyed works of art. This, too, has been reported on in all its facets. Is that good?

It’s important, yes. But the debates about the protests, or even the big splash at events like COP27, obscure the fact that there are many reasons to be confident about the climate issue, too.

  • Researchers say the energy transition is no longer a technical problem, nor is it a price problem. It is a political problem – tricky enough.
  • New solutions are being invented practically every day, and a vibrant start-up scene has sprung up around green technologies, products, and services.
  • Most industries are intensely engaged in climate innovations, funds are shifting their portfolios, polluters are switching to climate-friendly technologies, even aircraft engine manufacturers have a climate strategy.

Only journalism does not. For the EBU News Report of the European Broadcasting Union – the world’s largest association of public service media organisations – we have been researching for months, interviewing editors-in-chief, researchers and other experts. We found that up to now, just a handful of newsrooms have strategically addressed the issue.

When you argue this way, you hear critics saying: What other industries are doing is often just greenwashing. That may be true in some cases. But if you want to be nasty, you could say that journalism often doesn’t even get greenwashing right.

When it comes to the climate, journalism lags other industries. Why is that?

  • Journalism is afraid of being perceived as partisan, activist. A small, vocal minority of skeptics sets the tone. Editors underestimate their audience. The majority has long since moved on, as surveys show. Most people know the problem – at least intuitively – and would like to see something happen.
  • There is little pressure. Many publishers are medium-sized, broadcasters are structured under public law. Newsrooms are not listed on the stock exchange, pension funds cannot withdraw money if the media botches on sustainability. Other things take priority, and cost pressure adds to the problem.
  • Climate journalism is misunderstood as one topic among many. Yet the protection of our planet’s livelihoods must be the frame under which journalism operates – just as it is with democracy or human rights. The climate must not only be an object to be observed and described. It must be the backdrop against which life plays out. It should define all storytelling.

The topic of climate is an opportunity for journalism because it exposes its major shortcomings:

  • Climate is about the future. Journalism is stuck in the now. The focus is on the quick news, the daily business. Surveys show: Too much is reported, too little explained.
  • Climate protection needs hope. Today’s journalism focuses on drama, omissions, failures. This is also expressed in language. Journalism warns, threatens, scares.
  • In climate protection, what counts is what is done. Today’s journalism focuses on what is said. The overproduction in “he said, she said” journalism often leaves people confused, empty, bored.
  • Journalism that works approaches people at eye level in a language they understand. Today’s journalism often arrogates itself above them in a know-it-all manner – especially when it calls itself quality journalism.
  • Journalism that wants to be effective respects its counterpart and relies on diversity, also in addressing the audience. Most of today’s journalism is still grounded in the age of mass media, where one size had to fit all.
  • Journalism that wants to have an impact reflects on its own practices and makes use of research. Today, many newsrooms almost pride themselves on ignoring academic knowledge. Yet there is a lot of knowledge about how communication affects people.

But can journalism that doesn’t have an impact be strong journalism?

To have an impact, you need to engage with your audience. What’s interesting is that the formats that win journalism awards don’t necessarily resonate with audiences – and vice versa. The impactful formats don’t win awards.

So, what is effective climate journalism, what do we know from research?

  • Effective climate journalism focuses on the here and now rather than the distant future when describing the problem. It anchors the issue where people live.
  • Effective climate journalism paints the possibilities of a good future, shows: What will be gained, instead of always emphasizing what will be lost, what will have to be sacrificed. It’s about developing a sustainable economic system. Climate journalism expert Wolfgang Blau calls it the biggest transformation since World War II.
  • Climate journalism works when it is constructive and solutions-oriented, instead of always painting the apocalypse on the wall. If you want to engage people instead of making them run away, even humor works better than constant alarm. Scientists are already looking at the effects of comedy in climate communication.
  • Climate journalism can work if it gives people agency instead of making them victims, or at least “those affected”, as is almost universally done in the news.
  • Effective climate journalism serves different audiences in a way that makes them listen. It takes note that the messenger is often more important than the message itself. At best, the ambassador is a person with high trust and credibility ratings. It also takes into account that an abundance of facts does not replace empathy.
  • Effective climate journalism is powerful journalism. Editors should not be too preoccupied with incidental details. A corset of language is not needed. What is important: depth, research, factual accuracy, strong images – especially strong images of solutions. What never works: Images of “men in suits,” as one Norwegian editor-in-chief put it.
  • Effective climate journalism needs a credible foundation. Media organisations should do their homework, work on their carbon neutrality. And that is possibly the biggest challenge. But anyone who writes flaming commentaries but does not live climate protection in a credible way is quickly exposed as a hypocrite.

Mark Hertsgaard, co-founder of the Covering Climate Now platform at New York’s Columbia University, said, “If we don’t transform the media industry, no other industry will be transformed.” You might hear some hubris in that. But the truth is that only constant public pressure will spur everyone involved to finally tackle the issue.

Climate journalism has what it takes to push journalism into its best future. It is high time to seize this opportunity – for journalism and for the climate.

I gave this keynote on 29th November 2022 at the Constructive Journalism Day in Hamburg, organized by Hamburg Media School and NDR Info. The research for this project has been funded by the news committee of the European Broadcasting Union. 

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Forget About Extinction: The Pandemic Has Been A Media Empowerment Event

Moaning can be a strategy, and the media has been using quite a bit of it in recent years. When the pandemic struck in the spring of 2020, it even felt like there was a competition for the bleakest headline. Who in the industry doesn’t remember Buzzfeed’s reporter Craig Silverman concluding that the coronavirus was a “media extinction event“. Last year though things went surprisingly quiet in the horror scenario department. And now the latest trend report by Oxford-based Reuters Institute is predicting something like a bull market for the industry: The subscription business is flourishing and even the digital advertising market, which had long been declared dead, has made a strong comeback. 59 percent of the surveyed 246 media executives from 52 countries reported rising revenues, and three out of four respondents expected an even better business in 2022. Hooray, we are playing again!

It should be noted that the annual survey is not representative. Mostly those respond who are already committed and possibly proud of their successes. Nevertheless, the situation is apparently better than the mood. Instead of a “media extinction event”, the pandemic has become a “media empowerment event.”

Fuelled by increased user interest and trust levels, editorial and management teams at many publishers have finally taken their fate into their own hands. They are developing new formats and workflows geared to user needs, fine-tuning subscription models, and even taking care of their customers. The crisis has accelerated innovation, dozens of media executives had already gone on record for the EBU News Report, published in late November 2021 (transparency note: I am lead author of the report).

This is about time. For decades, journalists have left the money-making part of the business to the publishers. These, in turn, had often just administrated advertisers and subscribers rather than selling advertising formats and journalism. But suddenly, advertising revenues dwindled, whereas on the content side, the quality supply multiplied. Journalism had become a consumer good, to be developed and sold accordingly. Only the producers had noticed it rather late. These days things are different. In many media outlets, teams of journalists, marketing, and tech have started to work together on products for different audiences. And what’s at least as important is that publishers look at how their neighbours are doing it, support each other, and – the master discipline – even develop solutions jointly. For 2022 and beyond, the smart ones are collaborating, cooperating and/or training together. This is happening on an international and national level. There are several examples:

► In the project “A European Perspective“, led by the European Broadcasting Union, public broadcasters share important content and make it accessible in different languages with the help of automated translation.

► In the Table Stakes Europe program, managed by the World Media Association Wan-Ifra, European publishers train their editorial teams in the “audiences first” principle and support each other; they recently started their third year (transparency note: I work as a coach in the program).

► In the award-winning Drive project, led by Deutsche Presse-Agentur, more than a dozen German regional publishers pool their user data and jointly analyse the findings.

And the number of international training programs, in which seasoned journalists and media managers look into each other’s decks and learn new skills, continues to grow. When it comes to innovation, scarce resources render it not only impossible but also stupid to be a lone warrior. This is especially true for public service media, where waste is hard to justify in front of the license fee or taxpayers.

Of course, there are also those who want to – and possibly can –  go it alone. In the first week of January, The New York Times announced its acquisition of sports journalism platform The Athletic. It did so for $550 million, giving it access to subscribers across America and beyond. The industry has been debating ever since whether this is a new killer virus for local journalism or not all that bad, as Joshua Benton of Harvard’s Nieman Lab reflected.

And then there’s Axios, another U.S. digital journalism provider, which plans to redefine local journalism in a land of news deserts. It launched Axios Local and is expanding into audience-centric business journalism with Axios Pro. In addition, there are plenty of creators on both sides of the Atlantic who are making their debut as founders, either alone or in teams. Young journalists seem to have overcome their shyness when it comes to business models. Just a year ago, Project Oasis, a major study on media start-ups in the U.S. and Canada, analysed that many founders’ lack of business knowledge was the biggest hurdle to becoming successful media entrepreneurs.

So, are the many appeals to support journalism superfluous because the industry can manage without help? It’s not quite that simple. Pressure on press freedom is growing in many countries, and journalists are increasingly exposed to aggressive attacks. In addition, many customers could develop a kind of subscription fatigue and thus bring the positive development to a standstill. In the “Trends and Predictions” report of the Reuters Institute, significantly more respondents were convinced of their own company success than predicting a great future for journalism. This demonstrates a new sense of agency but also a certain humility. The diligent workers outnumber the visionaries. Most respondents said their focus this year would be making what they had already built better, more efficient and more user-friendly. Making growth sustainable, this should be a central goal – in 2022 and beyond.

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The Moral Dilemma of Paywalls: Why Journalism will Increasingly Move into Two Different Worlds

Selling journalism is no crime. In fact, only a few reporters and editors are ashamed of the fact that much of what they go great lengths to research, edit, and produce can only be consumed for money. After all, even bread is not for free. However, potential users who are stranded at paywalls at times make journalists feel like sleazy used car dealers. “It’s outrageous to make important information available to paying customers only,” complain those who are turned away at the login. Some even go further and argue, this promotes the division of society. Nikki Usher made this point in her book “News for the Rich, White, and Blue” that was published by Columbia University Press in 2021.

So, feeling attacked like this, who can blame journalists for getting a bit pathetic at times when talking about their craft? They prefer to elaborate about enlightenment and democracy, about holding power to account and citizen service, rather than about user loyalty and business models. The truth is, however, that without rapid progress in the commercialization of their offerings, many publishers will not survive.

This is why the journalism of the future will most likely move into either one of two worlds: On the one hand, there will be the increasingly sophisticated world of commercial journalism, in which highly professional providers offer their distinct audiences custom-fit, high-quality content, and user-friendly products that inspire them. On the other, there will be the world of public service or non-profit journalism, which steps in where the market fails. In this second world, journalism of the watchdog type will be created that only a few people are willing to pay for, or it will be about journalism that serves audiences which cannot or refuse to pay for news. Democracy needs both worlds. So, instead of fuelling today’s fights between public service and commercial media in tightening markets, it is about time for an honest discussion about this division of labour. Journalism would benefit from it – and so would citizens.

The highly professional world is currently emerging at a rapid pace. Most publishers have understood that only the sale of digital subscriptions, or at least memberships and other products, will secure their future. They are increasingly using experiments and meaningful data to figure out which customers or customer groups are most lucrative and how best to serve them. The audiences-first focus is at the core of media innovation programs like Table Stakes, in which close to 150 publishers in the US and Europe have already taken part (disclosure: the author of this is a coach in the Table Stakes Europe program run by WAN-IFRA). A lot of great journalism is created this way. But decisive for gaining and retaining subscribers is individual customers’ time spent on certain media. An extensive German data-gathering project called Drive has revealed that this was the key metric for selling digital subscriptions, not the clout of individual stories or subject areas that “convert well”. This summer, the industry organisation INMA named Drive, that bundles data from more than a dozen regional publishers and is led by German Press Agency dpa, the word’s “best news media innovation project”.

Focusing on “media time” though means that many publishers won’t be able to afford much journalism that doesn’t zero in on lucrative audiences. As resources become scarcer, newsrooms must inevitably ignore target groups that promise little commercial success. They are better off making those even happier who they already serve. This may be an audience with a certain level of education, political lineage or background. News organizations like the New York Times and the Financial Times have long understood this. Despite proclamations to the contrary, it is hardly worth many newsrooms’ while to reflect the diversity of society in its entirety. To the contrary, this can even alienate their core clientele. This is a sad truth and sounds reprehensible for journalism on a mission to safeguard democracy. But media companies with too little focus will sooner or later risk their existence.

This makes the role of public service media or non-profit offerings all the more important. With public service media at least in the traditional European concept, every citizen has to pay the license fee. That’s why the broadcasters have a mandate to reflect society in all its diversity and – this is important – meet all groups at eye-level. Unlike commercial publishers, they must remain impartial and use all formats necessary to reach users. Public service media has an obligation to go where the market of journalism fails. However, this also means that they have to make offerings for the mass market in order to not disappear into insignificance. When some commercial publishers argue public service broadcasters should retreat into niches, they don’t understand market dynamics. Such fear of competition always demonstrates a lack of confidence in their own offerings. To defy international platform or streaming monopolies, public service providers must cover the breadth. The commercial ones, on the other hand, should provide their audiences with so much added value that these are happy to pay for it. Ideally, both sides should cooperate on new technologies, innovative services, or education, rather than antagonize each other.

Complementary to public service news, there will also be a niche for non-profit news organisations, particularly in markets without strong public service media like the U.S.. They will establish themselves in areas where the market fails. The Texas Tribune, one of the most prominent non-profit U.S. media companies, for example, has focused on local political coverage. Readers typically don’t like to pay for that, their founder Evan Smith has argued. But when no one holds local politicians and administrators to account, it has been proven to hurt communities and their citizens. This is where funders who want to do good for society will be needed.

An open debate about the different journalism worlds would also enliven the discussion about trust in media. The Reuters Institute for the Study of Journalism in Oxford recently published a study based on discussion forums with media executives from the U.S., the U.K., Brazil and India. What emerged was that newsrooms target their trust-building efforts at very different audiences. For some, it’s about breadth. The aim is to win back those who have turned their backs on the public debate – an endeavour that is honourable, arduous and important, yet rarely successful commercially. For the rest, it’s about stable customer relationships and thus depth. Nevertheless, building trust as a means to an end is not reprehensible, on the contrary. It safeguards the plurality of the media landscape and consequently democracy.

This text was first published in a slightly different version in German by Medieninsider on 8th December 2021.

 

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Interview with Alan Rusbridger: “Journalists Have Allowed Themselves to Become Part of the Culture Wars”

Although news coverage during the pandemic has seen trust in journalism rising, attacks on media have increased at the same time — not only in Germany. Alan Rusbridger knows this very well. In an interview, the journalist, who served as editor-in-chief of the British Guardian for 20 years and has just started as editor of Prospect Magazine, talks about the role of the media in a polarized world, the ongoing difficult relationship with young audiences, and the importance of climate journalism as well as public broadcasting. He does not hold back with criticism of his own industry.

Medieninsider: Alan, you just gave a speech titled “Why should they believe us?” It also deals with the low level of trust in journalism. But the numbers show that during the Corona pandemic, trust in the media has increased in many countries. At the same time, a minority is positioning itself increasingly radical against the media. What is your take on this?

Alan Rusbridger: There is a populist movement against elites that now also includes journalism. We as journalists have to ask ourselves: How could this have happened? From my point of view, there are a few reasons: One is that newsrooms have become very homogeneous. Journalism has become somewhat removed from society because it is done from the perspective of better educated people. Just as politicians have learned to play the media game, a lot of media outlets are interested in playing the political game. There is some truth in it when populists say journalists are all on the same side. Journalists have allowed themselves to become part of a culture war.

Would you explain this, please?

Let’s take climate change as an example: Journalists have made it a cultural issue. It’s about being for or against it, and not about treating it as a scientific issue. The same thing happened during the Covid pandemic. In the U.K. some media outlets have chosen to take a clear position against lockdowns.

Unlike in Germany, the majority of the media in the U.K. is conservative.

Exactly. The media don’t campaign against vaccination, but what they do is take this radical position for freedom. However, this bears no relation to public health, nor does it listen to what scientists say. Certainly, this accusation is not fair to all media; most do their best in very difficult times. Nevertheless, journalists must ask themselves about their share of responsibility for current developments.

You’ve been saying for several years that climate change is the number one issue for journalism, and that journalism has failed in this. What are you accusing your colleagues of?

For some time now, evidence has been piling up that climate change is a pressing issue and that delayed action will only cost us more. Instead of taking this seriously and acknowledging it appropriately in reporting, the opposite has happened. Many newsrooms have downsized their sciences desks, cut back on reporter teams for this topic. They have also done this because in the past it was perhaps not possible to generate many clicks or sell subscriptions with this topic. This is precisely why many media outlets have made it an issue of the culture wars.

In that sense: “tell me if you believe in climate change, and I’ll tell you your political views?”

This is a terrible mistake of journalism. It seems like journalists care more about opinion and politics than about facts. That erodes confidence in journalism in general.

What do you think about the principle of impartiality? According to the Digital News Report, the vast majority of the audience cherishes it, especially the older generation. In public service media, it is almost a religion. But many young people feel that real impartiality has never existed and that more perspectives need to be shown.

The problem already starts with the fact that impartiality is a very difficult concept. In the U.K. right now, we’re having a big debate about impartiality in a world where most newspapers are on the right. But from that perspective, the BBC, which would describe itself as strictly neutral, is already on the left. There will be no agreement between these poles about what impartiality is. The younger generation is now growing up with the perception that journalism is biased.

Coming back to climate journalism: There is evidence that this issue particularly moves and engages young people. Do you think journalism will still get its act together?

I believe that something is changing there right now. On the one hand, this has to do with a new system of values that can be found in younger generations, but also because society is beginning to rethink. Climate change has an impact on the economy, on migration, security, and many other areas of life. I think the penny has dropped in the better media houses that one reporter alone is not enough to deal with climate change in terms of content.

As a journalist, you have always been in the tradition of investigative journalism that uncovers grievances. But when it comes to the climate, you call for solution-oriented journalism. What needs to change?

Climate change is rarely featured on the front pages. That’s also because the story won’t change much in the near future. The topic only gets attention when disasters happen. That’s why journalism has a hard time dealing with this. It’s difficult even for scientists to definitively attribute such events to climate change. Journalism has to find a way to explain the issue to people accurately and clearly.

You say journalism is too negative for young people.

It’s always been hard for journalists to celebrate positive results or events. The motto is “what bleeds, leads,” and you’re not necessarily wrong with that if your business model is very focused on reach. Always highlighting the sensation, however, distorts perception. The psychologist George Marshall says that people physiologically can’t handle being too scared. That’s why it makes sense to focus on how some things can be done better. Showing people solutions and explaining how they can get involved is better than scaring them and telling them they’re all going to die.

Are people willing to pay for that kind of journalism?

If people are going to pay for any kind of news, they will be more likely to do it for this kind of journalism. It’s about addressing the issues that move people, showing them solutions, and making them feel like their actions and opinions are contributing to something. In a society where you feel your voice isn’t worth anything, nothing will change. That’s something we’re seeing in the U.K., where political power is centered in London and power is being taken away from local governments, for example.

Several media organisations are currently working on moving staff back to the regions. BBC News is doing that to a significant extent, something similar has happened in Sweden. Will that help?

It will contribute to getting closer to the people again. But it doesn’t help much to move a reporter to a place where there is no power. Changing something is not only up to the media, but also up to the government.

In Germany, power is not as centralized, yet regional newspapers in particular are suffering economically. What role will public service media play and what does their future look like?

Paying license fees or going to jail instead has been a good business model for public broadcasting. Public service media fulfills all the prerequisites for achieving what we have just been talking about. Public broadcasting doesn’t have to hunt for sensations; it can be as serious as it wants to be. Looking at the U.K., I can say: This is an important role, because otherwise you’ll encounter a lot of opinion.

Could that be the future of the media system? There’s public broadcasting that’s as neutral and serious as possible, and opinion-driven commercial media?

If you think into the blue, it’s also possible that in some regions there will be hardly any local newspapers left, or none at all, because they’ll lose their business model. If public broadcasting can absorb that, there’s no longer any reason to abolish it — except just ideology.

So, you think local journalism doesn’t have an economic future?

No, I say it should. We’re already seeing news deserts spreading in many parts of the world. What do you want to tell people in these regions later? “It was a tough business, sorry it didn’t work out”? Or do they still want to rely on media like the BBC?

… which is under heavy attack by the Johnson administration.

Just how anxious the local media are can be seen from their campaigns against the BBC. BBC Local Radio, for example, is doing a good quality job, but private media are campaigning against the public service media and claiming that they are the reason why they cannot exist. All I can say is that the evidence from the U.S. speaks a different language. There, the big public broadcaster is missing, and yet newspapers are dying. You can’t blame the New York Times alone for this. So do people really want to destroy a functioning model out of sheer spite? Just because one is ideologically opposed to public funding?

One last question not about the future of journalism, but the future of journalists. Young people often find influencers more exciting than journalists. Will enough of them even want to enter the profession?

We should first ask ourselves why influencers are so popular in the first place: They look like the people who follow them, they talk like them, and it seems like they’re moved by the same issues and concerns. You have to convince young people that there is something called professional journalism that is clearly better than anything these so-called influencers can offer. Journalists don’t deliver good work if they understand research as clicking on page two or three in the Google results. Journalism must prove that it creates value and that it is significantly better for society.

Interview: Alexandra Borchardt, published on 15th October by Medieninsider.

 

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In the fun business – Journalism that wants to reach young audiences needs to work on humour

Journalism is serious business. Just recently, a Greek investigative reporter was shot dead outside his home in a suburb of Athens. Even in Germany journalists are increasingly being physically attacked, which is why Reporters Beyond Borders downgraded the country’s state of press freedom from “good” to “satisfactory” in its latest report. Especially in Central and Eastern Europe, politicians and oligarchs are cornering independent media. And then German comedian Jan Böhmermann came along and landed a newsstand, TV and social media hit with a satirical magazine, “Freizeit Magazin Royale”, poking fun of German publishers. What got young people most worked up? Guess: that Böhmermann’s magazine was out of print after a few days.

One should still not deny young audiences a sense of seriousness too easily. Humor is a serious matter, and it doesn’t take attacks on caricaturists to get this. The trend of young people increasingly approaching the news through comedy has been showing for a while. A study in the journal Journalism highlighted this in the U.S. as early as 2007, a decade after the launch of “The Daily Show” on Comedy Central. Since then, corresponding formats have been developed in many places. Modern newsrooms better get down to this soon: Mastering lighter formats is the key to getting the next generation excited about news. This is easier written than done though.

Satire is one of the journalistic genres that fails most often. What is satire, what is just bad taste and what is even inhumane? This was the subject of a heated debate in Germany just under a year ago, when a not-so-funny column by Hengameh Yaghoobifarah in the taz newspaper equated the police with garbage and therefore caused a lot of concern – right up to the Federal Minister of the Interior and the German Press Council. Even more than other forms of journalism, which can be mastered acceptably with craft, persistence and a lot of practice, satire requires a certain talent – in other words, humor. To make matters worse, this is even culturally coded.

Not everyone can and should laugh at everything. Humor exerts power, and therefore tends to work better from bottom up. There is a huge difference between rebelling against established power structures and cementing them by joking from above. For this reason, a show in which privileged presenters amuse themselves about political correctness is very prone to go wrong. This happened famously with the failed #allesdichtmachen campaign, in which well-known actors supposedly wanted to argue ironically for freedom of expression in the Covid 19 crisis. Too bad that parts of the public perceived this, at best, as whining from the designer kitchen.  

American communications scholar Danna Young describes in her 2019 book “Irony and Outrage” that satire involves a certain basic liberal attitude that values freedom of thought and takes a playful approach to serious things in life. The counterpart to this in the right-wing political spectrum is the rise of rage talk shows, she argues.

The traditional media move between these poles. Their journalists work in the facts business and rarely in the humor field. Facts are unambiguous and clear by definition. Humor is ambiguous and lives through interpretation. Mixing things up is dangerous. Especially in social media, humor is often difficult to identify. Moreover, many reporters and commentators rarely feel like laughing (see above), cynicism excluded.

Still, humor works just fine with young audiences. Rule number one: It must not underestimate its addressees. The German (print) magazine Katapult is such a hit with the young generation, because it casually mixes factual depth and lightness. Subtitle: “Magazine for icecream, cartography and social science”, need we explain more? Young users prefer journalism that explains, is useful in their daily lives, and is fun, according to a study published by the Reuters Institute in Oxford.

The fun factor is still limited when consuming most established media. In the past, it was considered proof of belonging to the educated class, if one had to struggle properly while reading the newspaper. Today, status postures only trigger boredom. After all, the more easily digestible alternative is already waiting – on YouTube or Tik Tok. Now, it’s not about replacing news and analysis with satire. If you can’t bring it up to premium quality when it comes to humor, you better leave it. What everyone can work on, however, is tone. Many podcasts work so well because they come across as light and chatty.

Newspapers can still work on it. Some essays exude more enthusiasm of the writers about themselves and their clever sentences rather than mastery of language. To the audience, they only seem embarrassing. Young people in particular have good antennae for jokes being made at the expense of the weak. They don’t perceive it as funny, but as offensive and discriminatory. Lecturing is out, taking seriously is in. When in doubt, it’s okay to make fun of yourself. You don’t even have to be a comedian to do that.

This column appeared in German in the newsletter of the Digital Journalism Fellowship at Hamburg Media School on April 23, 2021. Translated with www.DeepL.com/Translator (free version) and then edited.