Breaking News. Alan Rusbridger

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      Old vertical media derided this new post-factual free-for-all. And, in a way, they were right. But much of the old media was itself biased, hectoring, blinkered and – it its own way – post-factual. Old journalism took it for granted that people would recognise its value – even, its necessity. But the denizens of new media found it too easy to pick holes in the processes and fallibilities of ‘professional’ news.

      There were admirable, brave, serious, truthful journalists out there, some of them willing to die for their craft. But the commercial and ownership models of mass communication had also created oceans of rubbish which, in lazy shorthand, was also termed ‘journalism’.

      The new horizontal forms of digital connection were flawed, but – as with the rise of populist movements in the US and much of Europe – they were sometimes, and in some ways, closer to public opinion than conventional forms of media were capable of seeing, let alone articulating.

      We can barely begin to glimpse the implications of this sea change in mass communications. Our language struggles to capture the enormity of what has been happening. ‘Social media’ is a pallid catch-all phrase which equates in most minds to the ephemeral postings on Twitter and Facebook. But ‘social media’ is also empowering people who were never heard, creating a new form of politics and turning traditional news corporations inside out.

      It is impossible to think of Donald Trump; of Brexit; of Bernie Sanders; of Podemos; of the growth of the far right in Europe; of the spasms of hope and violent despair in the Middle East and North Africa without thinking also of the total inversion of how news is created, shared and distributed.

      Much of it is liberating and inspiring. Some of it is ugly and dark. And something – the centuries-old craft of journalism – is in danger of being lost.

      And all this has happened within 20 years – the blink of an eye. This is a problem for journalism, but it is an even bigger problem for society. The new news that is replacing ‘journalism’ is barely understood. But it is here to stay and is revolutionising not only systems of information but also the most basic concepts of authority and power.

      The transformation precisely coincided with the time I was editing the Guardian.

      This book describes what it felt like to be at the eye of this storm. A tornado can turn a house into toothpicks – and there was certainly a violent destructiveness to the forces that were being unleashed all around. But there was also exhilaration. Our generation had been handed the challenge of rethinking almost everything societies had, for centuries, taken for granted about journalism.

      I had spent the past 40 years as a journalist and ended my career believing as strongly as ever that reliable, unpolluted information is as necessary to a community as a legal system, an army or a police force. But, at the moment of its greatest existential crisis, how much journalism lived up to the crying need for it? And were enough journalists alive to the need to rethink everything they did?

      I became editor in 1995 – taking charge of a comparatively small British newspaper. We printed stories on newsprint, produced once a day. By the time I stepped down 20 years later that world had been turned upside down. By then, just 6 per cent of young (18-to 24-year-old) readers were getting their news from print; 65 per cent were relying on online sources, including social media, for their news. Nor was it just the young. Twice as many over-55-year-olds preferred online to print. In 1995 most journalists had just discovered they could use a phone to send text messages. By 2015 well over half their younger readers were using phones to read their news.

      In 1995 it was given that (with the exception of television and radio) your readers expected to pay for news. By 2016, only 45 per cent of news consumers paid for a newspaper even once a week. A small minority (9 per cent in the US, less in the UK) was paying for any online news source.

      The old order had, in the space of 20 years, been broken by this Force-12 hurricane of disruption. A new order was forming. The consequences for democracy were becoming all too apparent. We made choices without the benefit of hindsight. There was little data and no roadmap. We made plenty of mistakes; we got some things right. As the editorial floor reimagined journalism, so our commercial colleagues grappled with new business realities. The day-to-day work of news gathering went on as all of us tried to work out how on earth to steer a path into the future . . . not even knowing if there would be one, but determined to try. This was life at a sort of frontier.

      In 2015 I stepped down from editing and moved to Oxford University. As well as heading a college, I became Chair of the Reuters Institute for the Study of Journalism. I belatedly discovered a considerable academic literature analysing the implications and fall-out of this revolution. But – oddly, for an industry of writers – there seemed to have been few attempts to describe what it felt like from the inside.

      This is a universal story. Virtually every newsroom will have been confronted with the same dilemmas. The Guardian’s response is, in some ways, not typical. We were owned by a Trust, not shareholders. We did not have the quarter-by-quarter financial reporting pressures that led so many newspapers to, almost literally, decimate their journalistic resources. But nor were we a charity. The existence of a Trust – channelling money from other companies to subsidise the Guardian’s journalism where necessary – simply meant we were at least able to run on to the same playing field with what some called ‘the billionaire press’,²¹ whose proprietors also took apparently expensive long-term decisions in order to grapple with a route to the future.

      But that was the limit of our cushion. During the narrative of this book, the money very nearly ran out as the post-Lehman crash coincided with an advertising slump and the restructuring of the endowment which, for 75 years, had been there to keep the Guardian going. If the Guardian had taken the same risks as, say, Rupert Murdoch – they included buying MySpace, launching an iPad newspaper and unsuccessfully attempting to paywall the Sun – we would have been comprehensively wiped out. And, of course, our available funds were peanuts compared with the sums speculated to launch the West Coast tech giants who would ultimately pose an existential threat to all legacy news providers.

      I have tried to capture the turbulence and challenges. And I have tried – while there is still a fresh collective memory – to describe what a news organisation felt like, and why its institutional quality mattered.

      Great reporters are rightly celebrated. But they are – generally – only as good as the institution that supports them. If their reporting genuinely challenges power, they will need organisational courage behind them. They will need sharp-eyed text editors and ingenious lawyers. They may require people with sophisticated technological or security know-how. If they get into trouble they may need immediate logistical, medical, legal, financial or PR back-up. They need wise colleagues who have been in the same situations before. If they are lucky, they will have enlightened and strong commercial leaders to support and protect them; and gifted business minds who can bring in the money – but also observe the boundaries that preserve trust.

      I was lucky enough to have worked for an institution that looked like that. In the middle of the turmoil I think we produced some great journalism that truly mattered. This is a record of those times.

      The book also sets out the challenge for journalism. Journalists no longer have a near-monopoly on news and the means of distribution. The vertical world is gone for ever. Journalists no longer stand on a platform above their readers. They need to find a new voice. They have to regain trust. Journalism has to rethink its methods; reconfigure its relationship with the new kaleidoscope of other voices. It has to be more open about what it does and how it does it.

      In a sense Donald Trump has done journalism a favour. In his cavalier СКАЧАТЬ