When Silicon Valley Took Over the 'New Republic' - The Atlantic - 0 views
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Dependence generates desperation—a mad, shameless chase to gain clicks through Facebook, a relentless effort to game Google’s algorithms. It leads media outlets to sign terrible deals that look like self-preserving necessities: granting Facebook the right to sell their advertising, or giving Google permission to publish articles directly on its fast-loading server. In the end, such arrangements simply allow Facebook and Google to hold these companies ever tighter.
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What makes these deals so terrible is the capriciousness of the tech companies. Quickly moving in a radically different direction may be great for their bottom line, but it is detrimental to the media companies that rely on the platforms. Facebook will decide that its users prefer video to words, or ideologically pleasing propaganda to more-objective accounts of events—and so it will de-emphasize the written word or hard news in its users’ feeds.
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The problem isn’t just financial vulnerability, however. It’s also the way tech companies dictate the patterns of work; the way their influence can affect the ethos of an entire profession, lowering standards of quality and eroding ethical protections.
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t the beginning of this century, journalism was in extremis. Recessions, coupled with readers’ changing habits, prodded media companies to gamble on a digital future unencumbered by the clunky apparatus of publishing on paper. Over a decade, the number of newspaper employees dropped by 38 percent. As journalism shriveled, its prestige plummeted. One report ranked newspaper reporter as the worst job in America. The profession found itself forced to reconsider its very reasons for existing. All the old nostrums about independence suddenly seemed like unaffordable luxuries.
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My master was Chartbeat, a site that provides writers, editors, and their bosses with a real-time accounting of web traffic, showing the flickering readership of each and every article. Chartbeat and its competitors have taken hold at virtually every magazine, newspaper, and blog. With these meters, no piece has sufficient traffic—it can always be improved with a better headline, a better approach to social media, a better subject, a better argument
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Upworthy would write 25 different headlines, test all of them, and determine the most clickable of the bunch. Based on these results, it uncovered syntactical patterns that almost ensured hits. Classic examples: “9 out of 10 Americans Are Completely Wrong About This Mind-Blowing Fact” and “You Won’t Believe What Happened Next.” These formulas became commonplace on the web, until readers grew wise to them.
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The core insight of Upworthy, BuzzFeed, Vox Media, and other emerging internet behemoths was that editorial success could be engineered, if you listened to the data. This insight was embraced across the industry and wormed its way into the New Republic.
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Jonah Peretti, the founder of BuzzFeed, had put this way: R = ßz. (In epidemiology, ß represents the probability of transmission; z is the number of people exposed to a contagious individual.) The equation supposedly illustrates how a piece of content could go viral. But although Peretti got the idea for his formula from epidemiology, the emerging science of traffic was really a branch of behavioral science: People clicked so quickly, they didn’t always fully understand why. These decisions were made in a semiconscious state, influenced by cognitive biases. Enticing a reader entailed a little manipulation, a little hidden persuasion.
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The new generation of media giants has no patience for the old ethos of detachment. It’s not that these companies don’t have aspirations toward journalistic greatness. BuzzFeed, Vice, and the Huffington Post invest in excellent reporting and employ first-rate journalists—and they have produced some of the most memorable pieces of investigative journalism in this century. But the pursuit of audience is their central mission. They have allowed the endless feedback loop of the web to shape their editorial sensibility, to determine their editorial investments
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this is just a digitally enhanced version of an old-fashioned media pile-on. But social media amplify the financial incentive to join the herd. The results are highly derivative. Joshua Topolsky, a founder of The Verge, has bemoaned this creeping homogenization: “Everything looks the same, reads the same, and seems to be competing for the same eyeballs.”
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Donald Trump is the culmination of the era. He understood how, more than at any other moment in recent history, the media need to give the public the circus that it desires. Even if the media disdained Trump’s outrages, they built him up as a plausible candidate, at which point they had no choice but to cover him. Stories about Trump yielded the sort of traffic that pleased the data gods and benefited the bottom line.
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We were idealistic about our shared idealism. But my vision of the world was moralistic and romantic; his was essentially technocratic. He had faith in systems—rules, efficiencies, organizational charts, productivity tools
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Makers of magazines and newspapers used to think of their product as a coherent package—an issue, an edition, an institution. They did not see themselves as the publishers of dozens of discrete pieces to be trafficked each day on Facebook, Twitter, and Google.
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Thinking about bundling articles into something larger was intellectually liberating. Editors justified high-minded and quixotic articles as essential for “the mix.
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Journalism has performed so admirably in the aftermath of Trump’s victory that it has grown harder to see the profession’s underlying rot. Now each assignment is subjected to a cost-benefit analysis—will the article earn enough traffic to justify the investment? Sometimes the analysis is explicit and conscious, though in most cases it’s subconscious and embedded in euphemism. Either way, it’s this train of thought that leads editors to declare an idea “not worth the effort” or to worry about whether an article will “sink.”