Journalism and America’s airborne military might have more in common than you might think, but not in the sinister, stealthy, death-from-above way. It’s a state of mind thing.
The shift that’s happening in how newsrooms have to think is redolent of changes that revolutionised air combat in the 1960s. A virtuoso fighter pilot called John Boyd walked away from the war in Korea and set about redefining air combat, starting with pilots’ thought processes. He knew that if could enable fighter pilots to streamline their decision-making processes in the air, and make quicker decisions on how to manoeuvre, they would less likely to be beaten in a dogfight. His theories, the OODA loop concept in particular, shaped the design of the F-16, and redefined how aerial combat was viewed. His thinking about thinking also trickled into the world of business, forming the basis for the ‘lean startup’ movement, in which the loop is not about a tactical combat manoeuvre, rather about product iteration, and rapid reorientation/iteration of product. (Read this great piece on John Boyd’s tactical thought for more).
Boyd’s thinking boils down to this: Agility, the ability to think and change direction fast, is prized above all else. Speed in a straight line is only good in a drag race, to win in an ever-changing environment, you must be able to parse all the information from your surroundings in an instant, and be free enough to act on them.
That’s a good way to sum up both the daily news cycle, and the broader changes journalism is going through right now. As journalists (and as media consumers, in many cases) we’re all exposed to greater torrents of fast-moving information than ever before – it’s as if our plane has sped up dramatically. Journalists need to rapidly identify the important and accurate signals from that torrent. If you’re in the business of making, reacting to or explaining the news, you need to organise the incoming information in a way you can sift effectively, be agile enough to shift your direction, and free enough to readjust at the same pace as the news. And, of course, all the old standards still apply too. Accuracy, legal obligations, grammar, tone – these remain crucial. On the slower scale, newsrooms need to be looking around to re-orient and innovate as new platforms emerge, as new routes to the reader gain traction.
What’s responsible for the change in pace? Speed of publishing, largely. Better tech. News consumption behaviours. And, of course, social media. There is no going back, either, so journalists need to do what John Boyd did, and
rethink how their teams think. Newsrooms need processes with foster that fighter-pilot agility of thought, which make room for innovation, and they need people for whom coping with fast news is a matter of muscle memory. When the AP Twitter account was compromised in April, the teams who had people with that internal muscle memory avoided a very public news facepalm. The ones who got it (the selection pictured) are the kind of people newsrooms need to be hiring more of. They combine speedy social media nous with old-school news skills: a mix of skepticism, curiosity, a willingness to pick at something persistently, and the experience to to know when to slow the news process down at times.
That’s right – sometimes they might have to SLOW THE NEWS PROCESS DOWN. Boyd’s thinking, remember, developed the F-16. Not the fastest fighter in the sky, by a long shot, but the most nimble. In Top Gun fighter pilot terms, slowing the news down is like when Maverick tactically hits the brakes and watches the Ruskis fly right past into a position of weakness. It’s so crazy, it actually works.
How you hire these people, and where you put them, can prove tricky. Why would you label someone a social media editor any more? (Will Bloomberg & Reuters reinstate social media editors after being left without?). It could be argued that ‘social media editor’ is an anachronistic title already. Social is simply an integral part of what you do now as a journalist. If you’re hiring someone with special responsibility for social, they should be rolling it out to the entire team and then rejoining the newsgathering and news innovation at the core of the team. Social is now how you source, how you define the news agenda of the day. Your social graph is now your little black book – it’s what lets me ping that guy who can verify a pic from Tripoli airport in Libya, or how I can find out that the Taliban have been issuing statements about pink balloons. Social is also what makes news interactive and will be an integral part of any innovation in news delivery. If you’re not prioritising it, you’re not operating at full capacity. You’re that person who rang in the year 2000, still refusing to use email and demanding people fax you.
Stop being an luddite. Start being a fighter pilot.