The six-week course is designed to be adapted by universities and colleges to meet local needs.

It explores modern journalism, focusing on technology, ethics, and media production. Students will examine digital newsgathering, fact-checking, and editorial ethics while analysing misinformation and bias in the news. The course also covers the role of AI and algorithms in shaping journalism. Through a mix of theory and practice, students will gain the skills to navigate and influence the future of digital media.

Week 1: Editorial ethics in the digital age

• Overview:
  • In today’s fast-changing digital media landscape, journalistic ethics face new challenges. In the first week we’ll focus on core values such as accuracy, fairness, and integrity. We’ll examine how these principles apply online, the impact of unconscious bias on news, and the pressures of the digital news cycle. Through readings and discussions, we’ll tackle ethical dilemmas and learn how to uphold high journalistic standards.
• Topics:
  • Ethical principles in digital journalism and their practical applications
  • Ensuring accuracy, fairness, and journalistic integrity in online reporting
  • The role of unconscious bias in shaping media narratives and audience trust
  • Ethical dilemmas in the fast-paced, high-pressure digital news environment
• Essential reading:
  • Why editorial ethics are important
  • Lesson: Editorial ethics
  • Integrity and journalism
  • Lesson: Integrity in journalism
  • Accuracy in journalism
  • Lesson: Accuracy in journalism

Week 2: Digital newsgathering and production

• Overview:
  • The digital revolution has transformed journalism, shifting from traditional reporting to advanced digital production. In the second week you’ll learn how newsrooms adapt to a digital-first world. We’ll explore investigative journalism in a multi-platform environment, advanced storytelling techniques for digital and video formats, and strategies for audience engagement. This week will equip you with the skills to create impactful stories in today’s fast-paced media landscape.
• Topics:
  • The transformation of traditional newsrooms into digital-first operations
  • Investigative journalism in a multi-platform and converged media environment
  • Advanced storytelling techniques for digital, video, and interactive formats
  • Effective strategies for online news prioritization and audience engagement
• Essential reading:
  • Introducing a converged newsroom strategy
  • Lesson: Newsroom convergence
  • Creating a converged news operation
  • Convergence workflows: Roles and responsibilities
  • Lesson: How to construct a TV news package
  • Presenting and exploiting content online
  • How to set online news priorities
  • Managing a news website front page

Week 3: Advanced fact-checking in the digital age

• Overview:
  • As information spreads more rapidly and misinformation is a constant threat, it’s crucial to know how to separate fact from fiction. In the third week we’ll focus on the importance of verification in journalism. You’ll learn ethical fact-checking practices and methods for real-time digital verification. We’ll also cover how to create fact-checking systems and explore how AI is used to detect manipulated content. By the end of the week, you’ll be equipped to defend against misinformation and uphold journalistic integrity.
• Topics:
  • The ethical necessity of rigorous fact-checking in modern journalism
  • Investigative methodologies for real-time digital verification
  • Developing and implementing comprehensive fact-checking frameworks
  • The role of artificial intelligence in detecting misinformation and verifying sources
• Essential reading:
  • Fact-checking and adding context
  • Beyond basic fact-checking
  • Lesson: Beyond basic fact-checking
  • Creating a strong fact-checking system

Week 4: Misinformation, disinformation, and fake news

• Overview:
  • Not only has the digital age enabled information to spread faster, it’s also also made it easier to manipulate, which can have serious social and political effects. In the fourth week we’ll explore the dangers of false information. You’ll learn how to spot and counter disinformation and understand the importance of trust in digital journalism. We’ll also look at the rise of deepfakes and AI-generated content and their impact on public trust. This week will help you navigate the challenges of misinformation in today’s media landscape.treacherous landscape of online deception and learn how to defend the truth in an age of pervasive misinformation.
• Topics:
  • The societal and political ramifications of misinformation campaigns
  • Techniques for identifying and countering disinformation tactics
  • The role of trust chains in digital journalism and credibility assessment
  • The impact of deepfakes and AI-generated content on public trust
• Essential reading:
  • How to identify and deal with fake news
  • Fake news and trust chains
  • Lesson: Fake news
  • Dealing with disinformation and misinformation
  • Information disorder: Mapping the landscape
  • Snacking on rumour, feeding on fact

Week 5: Bias, social media, and audience influence

• Overview:
  • The influence of social media where unverified information spreads at speed, along with algorithms deciding what information is shared, maintaining journalistic integrity is harder than ever. In the fifth week we’ll examine how bias affects news production and trust in media. You’ll learn about the powerful role social media plays in spreading news and shaping how it’s created. We’ll look at audience habits and how their demand for instant, personalised content can impact objective reporting. This week will provide practical strategies for reducing bias and keeping your journalism fair and truthful.
• Topics:
  • The impact of bias in digital journalism and media credibility
  • The influence of social media platforms on news production and dissemination
  • Audience consumption patterns and their implications for journalistic integrity
  • Strategies for mitigating bias and enhancing journalistic objectivity
• Essential reading:
  • • Confronting editorial bias in election coverage
    • Social media in news production and news dissemination
    • Adapting to changing audience behaviour and monitoring the market
    • Unconscious bias and its impact on journalism
    • Lesson: Unconscious bias

Week 6: Artificial intelligence and algorithmic influence in journalism

• Overview:
  • Artificial intelligence is changing journalism. It offers new possibilities and raises new factual and ethical challenges. In the sixth and final week we’ll explore how AI is used in news automation, curation, and investigative reporting. You’ll learn about the practical uses of AI and the ethical concerns, like algorithmic bias. We’ll also examine how machine learning and audience targeting are shaping the future of journalism. This week will give you strategies to maintain journalistic integrity in an AI-driven media world, ensuring truth remains the priority.
• Topics:
  • The expanding role of AI in news automation, curation, and investigative journalism
  • The ethical challenges posed by algorithmic bias and AI-driven reporting
  • The implications of machine learning and audience targeting on journalism’s future
  • Strategies for maintaining journalistic integrity in an AI-driven media landscape
• Essential reading:
  • Artificial intelligence assesses its role in journalism
  • AI and investigative journalism
  • Lesson: AI-powered investigations
  • How to detect AI-generated images
  • Systems thinking for journalists

Coursework and assessement

For coursework and assessment, students are expected to combine the theoretical and practical knowledge gained throughout the six weeks. This includes demonstrating an understanding of ethical considerations in digital journalism, proficiency in digital newsgathering and verification techniques, and the ability to critically analyse the impact of emerging technologies. Assessments will include a combination of written assignments, such as essays and case studies, and practical exercises, such as developing fact-checking frameworks or analysing digital news narratives for bias. Students should be prepared to articulate their perspectives on the future of journalism, considering the interplay of technological advancements, ethical dilemmas, and audience engagement. Ultimately, this course aims to foster informed, ethical, and adaptable journalists capable of upholding journalistic integrity in the rapidly evolving digital age.

The post Module: Digital Journalism first appeared on Media Helping Media.

It is based on the articles ‘Convergence: transforming news production‘, ‘Creating a converged news operation‘, and ‘Convergence, workflows, roles and responsibilities‘.

We recommend trainers/consultants read the three articles mentioned above before adapting this lesson plan for their own purposes.

Learning objective

Senior journalists will evaluate the editorial and business imperatives of a converged newsroom strategy. They will identify potential resistance factors and propose solutions to effectively implement convergence.

• Student-facing objective: By the end of this lesson those attending will be able to assess why a converged newsroom is important and suggest ways to overcome any challenges to making it happen.
• Standards: Senior journalists will learn and understand the editorial and business reasons for creating a converged newsroom.

Learning activities

Warm-up

Present a brief scenario: “Imagine your newsroom is merging with a digital platform. What are your initial thoughts and concerns?” Then, facilitate a quick discussion, asking volunteers to share their thoughts. Record key points on the board, focusing on common themes such as fear of change, resource allocation, and workflow adjustments. This primes students for the lesson by activating prior knowledge about change management and media operations.

Direct instruction

• Conceptual understanding: Begin with a brief lecture on the concept of a converged newsroom. Explain the editorial and business imperatives driving convergence. Use examples, such as a major media company’s transition to a converged model, to illustrate the benefits and challenges. Highlight the creation of a “content factory” and its role in delivering news across multiple platforms.
• Procedural skills and fluency: Introduce a case study of a newsroom that successfully implemented convergence. Break down the steps they took, focusing on establishing clear business imperatives, securing senior management support, and addressing staff concerns. Discuss the importance of a centralised “superdesk” and a unified news meeting. Encourage students to ask questions and clarify any procedural aspects.
• Application: Present a hypothetical scenario where students must plan the introduction of a converged newsroom strategy in their own media organisation. Divide the class into small groups, assigning each group a specific aspect to focus on, such as communication strategy, staff training, workflows or technology integration. Have each group outline their approach and present it to the class, fostering a discussion on the feasibility and potential impact of their plans.

Guided practice

Think, Pair, Share: Guide students through a structured discussion to deepen understanding of convergence challenges and solutions.

• Think: Ask students to individually reflect on the key challenges of implementing a converged newsroom strategy. Encourage them to consider resistance factors and potential solutions.
• Pair: Have students pair up to discuss their reflections. Instruct them to compare their thoughts and identify common themes or unique insights.
• Share: Facilitate a class-wide discussion where pairs share their findings. Record key points on the board, emphasising diverse perspectives and innovative solutions.
• Connect: Encourage students to connect the shared insights to the case study discussed earlier, identifying parallels and differences.
• Analyse: Conclude by having students collaboratively analyse the discussion into a concise list of best practices for overcoming resistance in newsroom convergence.

Independent practice

• Assign students an exercise to draft a brief proposal outlining a converged newsroom strategy for their media organisation. Include:
  • Editorial and business imperatives: Explain why convergence is necessary.
  • Resistance factors: Identify potential challenges and resistance.
  • Solutions: Propose strategies to overcome resistance and implement convergence.
• Direct students to complete the exercise individually, using insights from previous activities.
• Circulate to offer guidance and feedback as students work.

Assignment

Ask students these questions:

1. What is one editorial or business imperative for a converged newsroom?
2. Name a common resistance factor to newsroom convergence and a potential solution.
3. What’s one question you still have from today’s lesson?

Suggested answers:

• Suggested answer to Question 1: A converged newsroom ensures content delivery across multiple platforms, meeting audience needs.
• Suggested answer to Question 2: Fear of change; solution: clear communication of convergence benefits and support from senior management.

Teacher resources

Differentiation guide

• Advanced learners: Encourage them to explore additional case studies of successful newsroom convergence. Have them analyse the strategies used and compare them to the class case study. Challenge them to identify innovative approaches not covered in the lesson and present their findings to the class.
• Striving learners: Provide additional scaffolding by breaking down the case study into smaller, more manageable parts. Use graphic organisers to help them visualise the steps involved in implementing convergence. Pair them with peers for collaborative work to reinforce understanding and build confidence.
• General strategies: Use visual aids and real-world examples to clarify complex concepts. Offer sentence starters or templates for the independent practice proposal to guide students in structuring their thoughts. Provide frequent check-ins and feedback to ensure comprehension and engagement.
• Background reading: This lesson plan is based on the articles ‘Convergence: transforming news production‘, ‘Creating a converged news operation‘, and ‘Convergence, workflows, roles and responsibilities‘. We recommend trainers/consultants read these before adapting this lesson plan for your own purposes.

Notable definitions

• Convergence: The process of merging different news platforms (print, TV, online, and digital/social outlets) into a single, unified operation to enhance efficiency and reach.
• Content factory: A centralised system within a converged newsroom that gathers, produces and distributes news content across multiple platforms, ensuring consistent and timely delivery.
• Superdesk: A central command-and-control area – also known as a hub – in a converged newsroom where input, production, and output teams collaborate to manage news production and dissemination.

Required materials

• Computers: For research and drafting proposals.
• Projector: To display case studies and examples.
• Whiteboard/markers: For recording key points during discussions.
• Handouts: Case study summaries and proposal templates.
• Internet access: For accessing online resources and articles.

Lesson summary

• Warm-up
• Direct instruction
• Guided practice
• Independent practice
• Assignment

The free teaching tools at the Khan Academy were used in the production of this lesson plan.

Related articles

Convergence: transforming news production

Creating a converged news operation

Convergence: workflows, roles and responsibilities

The post Lesson: Newsroom Convergence first appeared on Media Helping Media.

Introducing a converged news operation is rarely easy. Those trying to introduce changes in workflows, roles and responsibilities are often met with resistance.

Media Helping Media received a request from a national newspaper in the Caribbean for advice about introducing newsroom convergence.

The person who contacted us had met resistance to change from senior newspaper staff who feared that convergence would threaten their jobs, strip their newspaper of resources,  and weaken its impact.

What they had failed to grasp is that newsroom convergence is an essential editorial and business strategy. It involves the creation of a ‘content factory’ delivering news to whatever device/format the audience uses in order to receive their news.

The following is the advice we shared, which was followed and implemented.

The challenge of converging news operations

Merging different news platforms (print, TV, online, and all digital and social outlets) into a single, unified operation, known as “convergence,” is an essential process for the survival of a media business. However it is often faces significant resistance.

Why resistance occurs:

• Fear of change: Existing departments, especially the dominant ones, often view convergence as a distraction or a threat to their established workflows and roles.
• Lack of senior leadership buy-in: Without strong support from top editors and managers, convergence efforts can be met with negativity or half-hearted attempts.

How to overcome resistance and implement convergence:

• Establish clear business imperatives:
  • Senior management must communicate clearly the necessity of convergence for the media organisation’s survival and future success.
  • They need to explain why it’s essential, what it entails, how it will be implemented, and who will be responsible.
  • Convergence should be integrated into a new, well-defined business model with a solid business plan.
• Secure unwavering senior management support:
  • All senior leaders must fully embrace convergence based on its business logic.
  • They must communicate the implementation steps to all staff and address how each department will be affected.
• Address staff concerns:
  • Acknowledge and address staff fears, which may include:
    • Dilution of responsibilities and loss of status.
    • Challenges in managing different publishing cycles (daily/weekly vs. real-time).
    • The need to learn new technologies.
    • Concerns about a potential decline in quality.
• Create a centralised “Content Factory”:
  • Establish a “superdesk” as a central command-and-control area for all news production.
  • Ensure close collaboration between input, production, and output teams.
  • Implement a single, comprehensive news meeting involving representatives from all platforms (print, broadcast, online, social media, etc.).
  • Change the mindset from deadline driven output, to verified information driven output.
• Align objectives and appraisals:
  • Make convergence a core business objective that filters down to departmental, unit, and individual goals.
  • Incorporate convergence performance into staff appraisals.
• Tailor convergence to your specific needs:
  • Recognise that convergence is not a one-size-fits-all solution.
  • Adapt the process to fit your organisation’s location, market, audience, and potential.
• Ask the important questions:
  • Is your media business keeping pace with changing audience behaviour?
  • Are you maximising all content exploitation opportunities?
  • Are you effectively informing public debate across all platforms?

The importance of convergence:

• Convergence is crucial for the survival and future viability of media organisations.
• While staff may have doubts, it’s essential to move forward with a clear and decisive strategy.
• The challenge for media managers is how to articulate that strategy in a way that is convincing, inclusive, positive for the individuals involved, and which assures all that it is the only way to future-proof the media organisation’s business.

Questions

1. What is newsroom convergence, and why is it considered an essential strategy for media businesses?
2. Identify two main reasons why senior newspaper staff might resist newsroom convergence.
3. Describe the role of senior management in successfully implementing convergence in a media organisation.
4. What is a “content factory,” and how does it function within a converged newsroom?
5. Explain how convergence can be tailored to fit the specific needs of a media organisation.
6. Discuss the importance of aligning objectives and appraisals with convergence goals.
7. How can media managers effectively communicate the necessity of convergence to their staff?
8. What are some potential staff concerns regarding convergence, and how can they be addressed?
9. Analyse the impact of convergence on the quality of news production and distribution.
10. Evaluate the statement: “Convergence is crucial for the survival and future viability of media organisations.”

Answers

1. Newsroom convergence is the merging of the news gathering, production and distribution of different news platforms into a single operation. It is essential for media businesses to adapt to changing audience behaviours and maximise content exploitation opportunities.
2. Resistance may occur due to fear of change and lack of senior leadership buy-in.
3. Senior management must clearly communicate the necessity of convergence, integrate it into a business model, and secure support from all leaders.
4. A ‘content factory’ is a centralised ‘command-and-control’ area for news production, ensuring collaboration across platforms and focusing on verified information.
5. Convergence should be adapted to the organisation’s location, market, audience, and potential, recognising it is not a one-size-fits-all solution.
6. Aligning objectives and appraisals ensures that convergence becomes a core business goal, influencing departmental and individual performance.
7. Media managers should articulate a clear, inclusive, and positive strategy that assures staff of convergence’s necessity for future-proofing the business.
8. Staff concerns include dilution of responsibilities and learning new technologies. Addressing these involves acknowledging fears and providing support.
9. Convergence can enhance quality by ensuring consistent, verified information across platforms, though it may also challenge traditional publishing cycles.
10. Convergence is crucial as it allows media organisations to remain competitive and relevant in a rapidly changing media landscape.

Lesson plan for trainers

If you are a trainer of journalists we have a free lesson plan: ‘Newsroom convergence‘ which you are welcome to download and adapt for your own purposes.

We have more resources about convergence, how to introduce it, and the workflows and roles and responsibilities involved.

Creating a converged news operation

Convergence: workflows, roles and responsibilities

The post Convergence: transforming news production first appeared on Media Helping Media.

A converged news operation offers improved quality control, more efficient workflows, cost savings, and new business opportunities.

The newsroom needs to have a central superdesk operating as the command-and-control centre for the media organisation. All the main editorial decisions will be made by those working on the superdesk.

The superdesk will be responsible for ensuring that one set of sourced, attributed and verified facts are made available to the widest possible audience on multiple devices.

The material will be created by a multiskilled production team using multiplatform authoring tools.

Convergence is essential for a multimedia news organisation.

The print, on-air, online and mobile versions of the news organisation’s output need to cross-promote each other.

Each must add specific elements so that the user is able to access information on the various platforms.

It’s also essential to use social networking tools for research, newsgathering, production and news dissemination.

Setting up a newsroom superdesk

Convergence is an editorial strategy issue and not a space, resource, technology or time issue. These are the most common excuses given for delaying or opposing the introduction of such a system.

It is not a nice-to-have option to be accommodated or considered by print, TV or interactive staff; it is essential for the effective functioning of a modern newsroom.

It doesn’t need to be expensive. There are many open-source tools available to help media organisations introduce convergence without incurring high costs.

In my media development work, I have helped print and broadcast news organisations build converged newsrooms based around a central superdesk system in Zimbabwe, Serbia, Croatia, Guatemala, Vietnam, Malaysia, Syria, Indonesia and Georgia.

Some have a handful of staff operating in a space the size of small living room, others have large purpose-built newsrooms and employ several hundred staff.

It doesn’t matter what size the news organisation is, what matters is adapting the following strategy to work for you and your audience.

Rules

• All interactive elements of your output must be by-products of a converged news operation and not stand-alone and self-managed entities
• The news website must display the main editorial choices made by the editorial teams in charge of your news organisation’s output.
• The news website must offer visitors an interactive experience that gives background information to all stories covered on air or in print.
• The audience must be fully engaged in, and be able to participate in, the newsgathering and news dissemination process via embedded interactive and social networking tools on all items.
• All platforms must cross-promote the others with information that helps the audience find the material you are producing and engage with your output.
• No story will be exclusive to one platform, but will be available on all devices.

Benefits

• News output will be consistent on all devices. This will strengthen the brand.
• Centralised quality control will ensure that the content on all devices is of the highest standard.
• Shared planning will ensure a steady supply of original journalism covering the issues of most concern to the audience.
• Streamlined newsgathering will improve news response speed and efficiency.
• There will be a reduced duplication of effort leading to savings in resource costs.
• The news organisation will be able to respond to new business opportunities and will be able to produce the content from existing resources.

Workflow

• All senior editorial staff need to sit together. This could be around one central superdesk, or in one area of the newsroom where they are all breathing the same news air and can hear the latest news calls.
• Sitting around the superdesk in a large news organisation will be an intake editor, various output editors, a planning editor, and a resources manager. In smaller organisations staff might have to take on multiple responsibilities.
• The planning editor needs to work closely with the interactive editor (I/A in the graphic below) to ensure that all in-depth, issue-led, investigative journalism is supported by fact files, timelines, profiles, and interactive features, so that these elements can be cross-promoted.
• The interactive editor must make full use of social media not only to inform the audience, but also to inform the news organisation’s journalism as to the needs and priorities of the audience.
• All will be involved in a continuous news discussion, making one set of editorial decisions and then ensuring that the output is consistently good on all devices and that all cross-promote the other.

A sample converged workflow

Editorial essentials

• Define your news organisation’s core editorial proposition. This is what you cover that others don’t, or the distinctive way you cover news.
• Ensure that all staff know the target audience for each platform, what that audience needs to know and how that audience uses the platforms.
• Continue to educate all staff, from senior journalists to the most recent recruit, in the continuing changing audience behaviour and the ways the audience is consuming news. Never presume that this news consumption stays the same. It doesn’t.
• List the special sections and in-depth areas that the online version will be required to create to support the overall editorial proposition.
• Work out the expected content production levels (number of stories a day and frequency of updates) so that you can manage resources effectively.
• Translate this into staffing needs, hours to be covered, multi-skilling training required. All staff should be able to use all newsroom systems and the online content management system (CMS) to update all platforms.
• Train staff in the writing disciplines needed to create content once so that it can be used on multiple platforms.

Technical essentials

• Where possible try to use tried, tested and proven open-source tools for news production.
• Install a central CMS and instruct all journalists to create their articles in it.
• Consider using free tools to embed audio and video in articles.
• Install a central database for storing content and distributing it to multiple devices.
• Add social media sharing buttons to all your online pages and assets (audio, video, maps, timelines, images) so that the audience can save, share, re-use and comment.
• Ensure that all journalists have a desktop social media monitoring tool or any other aggregator and encourage them to watch how the audience is responding to news developments.

Design issues

• The design elements that distinguish your brand must be visible across all platforms.
• Your will need a breaking news tool that can be managed from the superdesk. This is so that one output editor can update all devices with one action once the news is confirmed. Make sure these connect to Twitter, Facebook and all your social media outlets.
• Ensure that all your web pages are optimised so that they will rank highly in search results. This is called SEO (search engine optimisation).

Human resource issues

• Ensure that all existing staff and new staff realise they are working as part of a multi-skilled team in a multi-platform news operation – you may need to look at existing contracts.
• Offer training for those who need to learn new skills, but make it part of the media organisation’s development rather than a personal preference.
• Set corporate, unit and individual objectives defining newsroom performance targets.
• All staff must work flexible hours.
• Implement a rota system that ensures adequate recovery time.
• Carry out workplace assessments in terms of ergonomics (whether the seats and desks are set so that they don’t injure your staff).
• Ensure adequate screen breaks for all computer users.

Convergence offers many more benefits than just cost saving and efficiencies in news production. It will prove a major benefit to your journalism and your media business.

Questions

1. What are the primary benefits of a converged news operation?
2. Describe the role of the superdesk in a converged newsroom.
3. How does convergence impact the cross-promotion of different media platforms within a news organisation?
4. Explain why convergence is considered an editorial strategy issue rather than a technological one.
5. Explain how open-source tools can help with the implementation of a converged newsroom?
6. Discuss the importance of social networking tools in a converged news operation.
7. How does a central CMS contribute to the efficiency of a converged newsroom?
8. Analyse the role of the planning editor in ensuring the quality and consistency of news output.
9. Evaluate the significance of training staff in multi-skilling within a converged newsroom.
10. Sum up the overall impact of convergence on journalism and media business.

Answers

1. Improved quality control, efficient workflows, cost savings, and new business opportunities.
2. The superdesk acts as the command-and-control center, making all main editorial decisions and ensuring sourced, attributed, and verified facts are available across multiple devices.
3. Convergence allows different media platforms to cross-promote each other, enhancing user access to information on various platforms.
4. Convergence is an editorial strategy issue because it focuses on integrating content and workflows rather than relying solely on technology or resources.
5. Open-source tools and social media monitoring tools can help journalists unify the editorial distribution across multiple audience-facing outlets.
6. Social networking tools are essential for research, newsgathering, production, and news dissemination, allowing audience engagement and participation.
7. A central CMS streamlines content creation and distribution, ensuring consistency and efficiency across all platforms.
8. The planning editor collaborates with the interactive editor to support investigative journalism with fact files, timelines, and interactive features, ensuring cross-promotion.
9. Training staff in multi-skilling is crucial for flexibility and efficiency, allowing them to operate across various platforms and systems.
10. Convergence enhances journalism by improving quality, efficiency, and audience engagement, while also offering significant business benefits.

Lesson plan for trainers

If you are a trainer of journalists we have a free lesson plan: ‘Newsroom convergence‘ which you are welcome to download and adapt for your own purposes.

Related articles

Convergence: transforming news production

Convergence: workflows, roles and responsibilities

The post Creating a converged news operation first appeared on Media Helping Media.

A converged newsroom operates like a ‘content factory’, with a centralised ‘command and control’ desk responsible for all news intake, production and output.

It gathers and processes raw material, creates different products, and then ensures they are delivered to the target audience. In this module we look at how it is done.

This module is about the workflows and roles and responsibilities that make a converged newsroom run smoothly. You might want to read our article on the strategic thinking behind newsroom convergence.

Central to the whole operation is that ‘command and control’ area, often called a ‘superdesk’ or ‘news hub’. The name you give it doesn’t matter as long as it performs the role of centralising all operations.

Below is a graphic setting out what a typical superdesk might look like.

The superdesk

• Both intake (everything that comes into the news operation), and output (everything that is delivered from the news operation to the audience on multiple devices) need to be close together.
• Ideally, representatives of both will sit around the same desk.
• If space is an issue, and one desk can’t be set up, then they need to be sitting close together.
• They need to be able to communicate and collaborate at all times in order to respond swiftly to changes in news priorities.

People give this desk different names. Some call it the news hub, some the news cog; it doesn’t matter what it’s called, what matters is what it does. For this series of training modules we are calling this desk the superdesk.

• The superdesk is the newsroom’s central command-and-control.
• It’s where all the main news decisions are made.
• It serves as a responsive, dynamic focal point for everything to do with the smooth running of the news organisation.

Seats at the superdesk

• Those sitting around the super desk need to be breathing the same air, hearing the same news alerts, and be taking part in impromptu news meetings, called to deal with the unexpected.
• Choosing who sits at the superdesk is up to you. That decision will depend on your overall strategy and who the main decision makers are in your news organisation.
• It will also depend on where you need to prioritise effort, the most popular platforms/devices used by your target audience, and the resources available to you.
• However, there are a number of important roles that should be represented on the superdesk.
  • These are roles, not necessarily individuals.
  • For example, the intake editor role will probably need to be covered 24 hours a day for a large news organisation. In that case, the intake editor position on the superdesk should be a seat, populated by different people as working shifts change.
  • The exceptions might be the planning editor and the cross-promotions roles. They might be positions that need to be filled during the daytime only.
• Intake editor role: This is the person who is responsible for everything coming into the building.
• Output editor role: This is the person who provide the quality control for everything going out of the building and who liaises directly with production.
• Interactive editor role: You will need someone from the interactive team. They need to ensure the website and all digital platforms are publishing all breaking and developing news updates. They will also report to the superdesk regarding all developments on social media.
• Resource manager role: You will need someone to manage resources, and someone representing planning.

There are other roles you could add, but let’s start with the main ones.

The intake editor

• The intake editor acts as the eyes and ears of your news business.
• They are responsible for all the material that comes into your news production process.
• This will include the news gathering efforts of your own team of journalists.
• It will involve responding to stories that are being fed by wires services.
• It will involve monitoring the stories being covered by the competition.
• The intake editor has the authority to call an instant, stand-up impromptu meeting when there is breaking news, in order to help the output team adjust to new developments.
• They are, essentially, looking out of the building at all the elements that will inform and feed your news operation.
• They are not responsible for output. This is an important point. That role falls to the output editor.

The output editor

• The output editor looks after quality control.
• They are also responsible for ensuring deadlines are met.
• They are the defender of the news brand.
• Nothing gets past the output editor that could damage that brand.
• They ensure the material is accurate, that it’s objective, impartial and fair.
• Their job is to focus on production values.
• They need to ensure all platforms are served.
• They can’t afford to be distracted by watching the competition, keeping up to date with the wires services, and responding to input issues and logistics.
• That’s why those tasks are the responsibility of the intake editor.
• However, the two work closely together, although doing different jobs.
• They are in constant communication.
• Between them the main news decisions for the whole news operation rest.

Planning editor

• We discussed the strategic role of the planning editor in the module about forward planning.
• The planning editor is responsible for managing the news organisation’s unique editorial proposition of in-depth, well-planned, investigative journalism, which provides your market differential.
• The planning editor will attend all the main news meetings held at the superdesk.
• They will offer at least one piece of original journalism a day, probably more than that.
• They will listen to what is happening on the day and will ensure that all the major stories are followed up. The shared planning calendar will help.
• The planning editors role will not only take the pressure off the journalists working on the daily output, but it will also guarantee that there is a continuous stream of unique content produced on all platforms.

Interactive editor

• Having someone from the interactive team sitting on the superdesk means that the online and mobile coverage will be able to respond faster to breaking news developments.
• It also means that the superdesk will be informed about how the audience is responding to developing news, and it will provide a different perspective on newsgathering and how news should be covered.
• Similarly, having someone from the social media team, will alert the superdesk to developments on the various social media platforms used by the target audience.
• This will ensure that the online and other digital versions of your output are not just an after thought but are a central part of all you do.
• And that will show through in your production values, which, in turn, might encourage the audience to engage with your content more.
• This will also help with cross-promotion because your on air presenters can be briefed to drive audience traffic to the online and on mobile versions for any added value content.

Resource manager

• This role is sometimes called the production manager.
• This is the person who is responsible for all the resources required to produce the journalism.
• This could be the camera crews, the vehicles, and the edit suites.
• The resource manager needs to respond quickly once the intake editor has alerted the superdesk of a new story development, and the editorial team on the superdesk decides that information is so important that resources have to be shifted from a lesser story.

Cross-promotions producer

• Some newsrooms have a cross-promotions producer.
• Their job is to ensure that all output areas are aware of what others are doing and that content is exploited for the maximum benefit of the news brand and the audience.
• They will work across TV, radio, print, online and mobile where appropriate.
• In some cases they will design teasers, in other cases they will make sure the material is produced by others.
• Essentially, they will ensure there are no wasted opportunities.

Next we look at the workflow for a converged newsroom.

Converged newsroom workflow

The roles and responsibilities outlined above are just a guide. You will need to design your own version of a superdesk so that it makes business sense for your media organisation.

But do try to keep intake and output as separate roles. And do ensure that you have a planning function. Once you have reorganised, the workflow is fairly simple.

As has already been stated, the superdesk is your newsroom’s central command-and-control. All the main news decisions are made here. It is responsible for intake, planning and output.

As you will see from the graphic below, once those decision are made the instructions are sent to production – ideally via a representative attending the superdesk meetings.

The production teams then ensure that the appropriate platform-specific value is added to the story based on audience needs, device/platform capabilities, and strategic business logic.

That means that if they are working on the web or mobile versions they will add interactive timelines, infographics, photo galleries, video, and other digital assets, where appropriate.

If they are working on the TV version they will create TV packages that can cross-promote the digital assets being offered on the other platforms.

Production will no longer be carried out in isolation but as a part of a coherent and coordinated presentation on multiple devices.

Questions

1. What is the primary function of a converged newsroom?
2. Describe the role of the superdesk in a converged newsroom.
3. Identify and explain the responsibilities of the intake editor.
4. What are the key duties of the output editor, and how do they differ from those of the intake editor?
5. How does the planning editor contribute to the newsroom’s operations?
6. Discuss the importance of having an interactive editor at the superdesk.
7. Explain the role of the resource manager in the context of a converged newsroom.
8. What is the purpose of a cross-promotions producer, and how do they enhance the news brand?
9. Analyse how the workflow of a converged newsroom ensures effective news production across multiple platforms.
10. Evaluate the significance of keeping intake and output as separate roles within a converged newsroom.

Answers

1. A converged newsroom functions as a content factory, responsible for the intake, production, and output of news content.
2. The superdesk serves as the central command-and-control point in a newsroom, where all main news decisions are made and where intake and output are closely coordinated.
3. The intake editor is responsible for all incoming material, including news from journalists, wire services, and competitors. They can call impromptu meetings for breaking news.
4. The output editor ensures quality control, meeting deadlines, and maintaining the news brand’s integrity. Unlike the intake editor, they focus on production values and output rather than incoming news.
5. The planning editor manages the newsroom’s editorial strategy, ensuring a continuous stream of unique content and attending main news meetings to follow up on major stories.
6. An interactive editor ensures that online and mobile coverage is responsive to breaking news and provides insights into audience engagement and social media developments.
7. The resource manager oversees the resources needed for journalism production, such as camera crews and vehicles, and reallocates them as necessary based on news priorities.
8. A cross-promotions producer ensures that all output areas are aware of each other’s activities, maximising content exploitation across various platforms to benefit the news brand.
9. The workflow of a converged newsroom involves coordinated production across platforms, adding platform-specific value to stories based on audience needs and strategic logic.
10. Keeping intake and output separate allows for specialised focus on gathering and producing news, ensuring efficiency and quality in both areas.

Lesson plan for trainers

If you are a trainer of journalists we have a free lesson plan: ‘Newsroom convergence‘ which you are welcome to download and adapt for your own purposes.

The post Convergence: workflows, roles and responsibilities first appeared on Media Helping Media.

There are many demands on a newsroom. There is the routine flow of news releases and stage-managed events that need to be covered. There are the stories from the various wires services. There are the unexpected breaking and developing news stories. There are the original stories which journalists stumble across in the course of their work.

And there are well-planned, in-depth reports, produced by reporters investigating issues and uncovering previously unpublicised information.

By using the ‘content value matrix’ media managers will find that resources, previously allocated to stories of little interest to the audience, can be saved and reinvested stories that matter.

The content value matrix

Running a modern, converged news operation, delivering content to multiple devices, 24 hours a day, is like being on a treadmill; there is so much to do that editors sometimes find it hard to stop and take a hard look at the material being produced.

That is why a content review is required from time to time to ensure that journalists are being deployed strategically, and that the work they are doing is meeting the information needs of the target audience.

The content value matrix is a tool developed by Media Helping Media and used in the course of media strategy work for more than 20 years.

It is designed to help media managers focus resources on the stories that matter, and it will help them drop – or reconsider – the stories that the audience doesn’t find interesting.

Essential data

Before you start you will need to gather some data. This can be from audience research, or it can be from analysing the visits to your online and mobile material.

Use this data to find out which stories the audience values the most. Then plot the stories in a graph.

Draw a vertical line on a white board. This is your cost line. At the top put a plus sign and at the bottom a minus sign. Now draw a horizontal line through the middle. This is your audience appreciation line.

On the left put a minus sign, and at the right put a plus sign. Now enter the stories as a scatter chart.

Box 1 – high audience value, low production costs

• • Stories in the top left quadrant, Box 1, are stories that the audience values, and which are not costly to produce.
  • These are the stories on which you should focus.
  • The more you do of these stories, the more the audience will appreciate your news service, and the more efficient you will be.
  • The challenge you face is to remain focussed on these stories and avoid being distracted by trivial news that has no real value to your audience or to your business.

Box 2 – high audience value, high production costs

• • Stories in the top right quadrant, Box 2, are stories that the audience values, but which are costly to create.
  • The challenge for you as a media manager is to move these stories into the top left quadrant, Box 1, so that they remain stories the audience values, but they are not costly to produce.
  • This will mean you will need to introduce more efficient workflows. Introducing a converged newsroom will help you achieve this.

Box 3 – low audience value, low production costs

• • Now let’s look at the bottom left quadrant, Box 3.
  • You will notice that these stories are not costly to produce but, so far, have not been valued by the audience.
  • Stories in this quadrant deserve some analysis.
  • It could be that these stories are important in terms of informing the public debate, but your journalists haven’t been telling them properly, or haven’t been producing them in a compelling way.
  • Take some time to consider how these stories can be moved into Box 1.
  • It could be that some in-house training is needed in how to write scripts, use images or interview people.
  • It could be as simple as organising training in better headline writing.
  • This might not be a time-consuming task, but the more of these stories you can move to Box 1 the better.

Box 4 – low audience value, high production costs

• • Now let’s look at all the stories that fall into Box 4.
  • These are stories that are costly to produce and which the audience doesn’t value.
  • This is the easiest decision to make.
  • Simply stop doing these stories and, instead, transfer resources to the other three boxes.

The aim of the content value matrix

• Carry out this exercise at least once a year; preferably every six months.
• It will help you evaluate what you are producing, how you are producing it, how you promote it, and whether it still meets the needs of your target audience – on which your entire news business logic is built.

Strengths and benefits:

• Strategic resource allocation: Helps prioritise efforts and resources on high-value stories.
• Improved audience engagement: Focuses on content that resonates with the target audience.
• Increased efficiency: Reduces wasted resources on low-value, high-cost stories.
• Data-driven decision making: Relies on audience research and analytics.
• Content optimisation: Encourages improvement in storytelling and presentation.
• Regular evaluation: Promotes periodic reviews to ensure content remains relevant.
• Adaptability: Helps news organizations adapt to changing audience needs and preferences.
• Financial benefit: by reducing cost, and increasing audience engagement, the overall financial health of the news organisation should improve.

Story weighting

The content value matrix tool should be run in conjunction with another tool developed by Media Helping Media – the story weighting system. Read more about how to apply this model in order to assess the value of stories when creating a running order or list of story priorities.

Assessing the value of news

The post Tool: The Content Value Matrix first appeared on Media Helping Media.

The following is a list of the essential elements required to ensure a successful daily newsroom meeting that provides a clear outline of what news stories are being covered.

They provide the framework needed for including all production and output areas in a decision making process that all have a part in. It’s about ensuring awareness, participation, cooperation, and collaboration.

The elements

• Diary and prospects
  • Copies of the news diary should be available, including the news prospects, running orders of any TV or radio bulletins.
  • The news diary will list events that all media organisations known about, such as news conferences and pubic events.
• Forward planning
  • The forward planning prospects will be about original, in-depth journalism produced to meet the needs of your news organisation’s target audience.
  • This will be unique content that has been created in advance and which is part of your core editorial proposition.
    • See:
      • Forward planning for media organisations
      • Establishing a market differential with original journalism
• Sections, specialists, rounds, beats
  • In a large media organisation representatives of the various sections need to attend. In a small organisation it might be possible for most staff to attend.
  • If the news operation has a website, a representative of the interactive team should be present along with the person responsible for social media.
  • Representatives of the specialist units such as business, technology, health, environment, sport etc, should attend.
  • Specialist staff will be expected to have prepared for the meeting by digging around stories where they might be able to add value and insight. The duty editor should ask them what is important in their particular areas of coverage.
• Design and graphics
  • It’s important to have someone from the design team attending the meeting.
  • Their job will be to create graphics to illustrate stories for the news organisation’s website, TV output, or print edition.
  • Ideally graphics should be consistent in style whether used on online, on air, or in print.
  • They could be graphics designed to explain a point, or they might be promotional graphics to draw attention to a story.
• Handover notes
  • The notes left behind by the previous shift will help the editor of the day plan what resources will be needed and what to expect from the journalists.
  • These notes are important because there is no point committing valuable journalistic effort to make repeat calls and carry out research that has already been undertaken by another member of your news organisation’s staff.
• Interactivity
  • The team which runs the interactive element of the website, such as forums, polls and UGC (user-generated content), has an important part to play in the morning meeting.
  • They might choose to speak last after they have heard all the ideas being floated around.
  • The interactive team sets up opportunities for audience engagement, and also feeds back audience responses into the editorial process.
  • It’s in everybody’s interest to run interactive features that can feed off news items and which can cross-promote those items across all platforms.
• Multimedia
  • Similarly, the multimedia team will have a representative at the news meeting.
  • They need to hear what stories are being produced and ensure that any audio and video to be used to illustrate those stories is made available online and on mobile.
  • Those visiting your news website might not use the other platforms on which your news organisation’s information is presented. They might not watch TV, read newspapers, or listen to the radio. Your presentation of their daily intake of news on one particular device might be the only contact they have with your news brand.
  • That is why it is important that you don’t assume they have already seen the news elsewhere. You might also have to act as a clearing house for all the other news being covered by others.

Your audience will expect you to sift through the hundreds of news stories, pick the most important 10 to 20, then present them in a way that makes sense to their lives. See: Creating a journalism content value matrix.

Newsroom meeting purpose

Newsroom meetings are far more than just a logistical exercise; they are critical for shaping the narrative, maintaining journalistic integrity, and fostering a collaborative environment.

1. Diary and prospects: 

• Events: The news diary isn’t just a list of events. It’s a map of how the day’s stories will play out. Editors should encourage journalists to analyse the diary, identifying potential angles, conflicts, and human interest stories that lie beneath the surface.
• Running orders:  Understanding the running orders of TV and radio bulletins provides crucial context. It reveals the day’s dominant themes and allows for strategic placement of stories across platforms.
• Proactive journalism: Forward planning isn’t just about scheduling features. It’s about anticipating trends, identifying emerging issues, and developing investigative pieces that hold power to account. This requires a deep understanding of the audience’s needs and interests, as well as a commitment to journalistic excellence.

2. Expertise and collaboration

• Specialisms: Specialist journalists should not only report on their beats but also offer insights into how their areas intersect with other news. This cross-pollination of knowledge can lead to richer, more detailed reporting.
• Questions: The duty editor’s role is not just to assign tasks but to ask probing questions that stimulate critical thinking. “What are the hidden implications of this story?” “How does this affect our audience?” “What are the ethical considerations?”
• Digital integration: The interactive and social media representatives are crucial for gauging audience sentiment and identifying trending topics. They should be encouraged to challenge conventional thinking and propose innovative ways to engage the audience.

3. Design: 

• Graphics: Graphics should not be an afterthought. They are powerful tools for visual storytelling, capable of simplifying complex data, illustrating the elements of stories, and engaging the audience. .
• Consistency: Maintaining a consistent visual style across all platforms reinforces the news organisation’s brand identity and enhances audience recognition.
• Interactive: The digital age allows for interactive graphics that engage the audience and deepen their understanding of the news. This could include interactive maps, data visualisations, and simulations.

4. Handover 

• Legacy: Handover notes are a form of knowledge management, ensuring that valuable information is not lost between shifts. They should include not only factual details but also insights, leads, and potential pitfalls.
• Efficiency: Preventing wasted effort frees up resources for more in-depth reporting and investigative work.
• Continuity: Handovers help to ensure that ongoing stories are covered consistently and comprehensively.

5. Interactivity

• Two-way: Interactivity is not just about broadcasting information; it’s about fostering two-way communication with the audience.
• UGC: UGC (User Generated Content) can provide valuable insights, eyewitness accounts, and diverse perspectives. However, it must be carefully vetted to ensure accuracy and ethical standards.
• Feedback: Audience feedback should be incorporated into the editorial process, informing future coverage and shaping the news organisation’s priorities.

6. Multimedia: 

• Platform-specific: Multimedia content should be tailored to the specific characteristics of each platform. A video designed for social media will be different from a video designed for a television broadcast.
• Accessibility: Multimedia content should be accessible to all audiences, including those with disabilities. This includes providing captions for videos, transcripts for audio, and alternative text for images.
• Cross-promotion: Multimedia elements should be seamlessly integrated across all platforms, creating a joined-up and engaging news experience.
• Curating: In the age of information overload, the news organisation’s role is to curate and prioritise the most important stories, presenting them in a clear, concise, and engaging manner. This requires a deep understanding of the audience’s needs and interests, as well as a commitment to journalistic ethics.
• Verification: With the spread of misinformation, the newsroom has a greater responsibility than ever to verify information, provide context, and build trust with its audience.

By focusing on these expanded concepts, newsrooms can transform their daily meetings from routine briefings into dynamic forums for journalistic excellence.

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The post Getting the best out of a news meeting first appeared on Media Helping Media.