Werd I/O

I participated in this year’s NiemanLab Predictions for Journalism. My prediction is about AI flooding the web with spammy, bland content — and the techniques newsrooms will need to use to connect with their communities:

Newsrooms that commit to AI-driven storytelling as a way to cut costs while increasing output will be lost in a sea of similarly bland content and spammy marketing. Newsrooms that cling to traditional SEO and social media tactics will find that they become less and less effective in the face of more and more noise.

In contrast, the newsrooms that survive the flooding of the web are going to be the ones that report deeply, commit to diverse representation, invest in investigative journalism in the public interest, and choose to meet their communities where they’re at by doing things that don’t scale to engage them.

Read the whole thing here.

Meanwhile, Dana Lacey predicts that publishers will embrace open source:

[Publishers] will finally see open source software as a competitive advantage, and the cheapest way to keep up with the pace of innovation. They’ll explore ways to use open source technology to combat disinformation, personalize content, and reach new audiences by tapping into global expertise.

Andrew Losowsky invites newsrooms to learn from influencers as a way of building trust:

Journalism has to rebuild itself around the real needs of our communities. To do this effectively, we first need to show up for them. We need to be more approachable and present, to ask and answer ongoing questions, to encourage and engage in discussions around what and how we cover, to show up for our communities in good times as well as bad, to reward and encourage loyalty, to create near-seamless access to our work, and to provide real, demonstrable value with everything we make. In other words, learn from influencers through the lens of engaged journalism.

Sisi Wei discusses “news mirages” — news that looks trustworthy but isn’t news at all:

Rapid developments in AI (and the billions in funding being poured into it) are making it easier and easier for bad actors to conjure these mirages using text, audio, photo, and video, using quantity to overwhelm the little oases of quality information communities manage to access.

[…] In 2024, journalists must double-down on finding, publishing, and distributing quality independent information to fill the void. It’s not enough to only dispel the illusions created by news mirages. If we only debunk misinformation without publishing quality information of our own, we have only shifted a news mirage back into a news desert.

Upasna Gautam calls for newsrooms to learn how to build product in a more agile way (which they frankly should have a long time ago):

Central to an agile environment is the core concept of iterative development cycles. These succinct sprints, spanning two to four weeks, liberate development teams from the constraints of traditional waterfall methodologies. They empower teams not just to deliver software but to orchestrate incremental improvements, enabling swift adaptation to emerging trends and seamless integration of user feedback.

Amethyst J. Davis bluntly calls for the PressForward funding initiative to prove itself to the Black press:

How are the neediest of newsrooms supposed to trust Press Forward when public and private funders involved have already tried to lock us out? We all have stories.

I know so many Black-centered newsroom leaders who’ve expressed doubt about Press Forward behind the scenes. They’ve been told they should keep their comments quiet because they’ll lose out on critical dollars.

The whole list is a check on the pulse of how the news industry is thinking. I love it, and feel very privileged to contribute. You can check it out here.

I was very taken by Robin Berjon’s description of technologists:

Someone needs to navigate the digital world (for a business, a project, any institution) without blind deference to vertical experts, and without monkeying dumb Silicon Valley tropes or giving credence to breathless LinkedIn thoughtleadering.

The full post is a solid description of the sort of generalist who can write code and understands product principles but can also gather multidisciplinary threads together in order to help an organization understand and navigate technology more holistically. I see myself in it, and I see a lot of other people I’ve worked with. I’d love to see a dedicated position for this kind of person, because, selfishly, it’s exactly the kind of thing I do.

The closest I’ve probably come is as a founder, where you have to be a generalist; a CTO at a non-technical organization, where you necessarily have to understand technology holistically to build and advise on strategy; and as a Director of Investments, where you invest based on your understanding of these trends. It’s not surprising, then, that those are my favorite jobs over my career.

It also brought up something else for me. It’s never been obvious that I’d fit well into a larger tech company. My interactions in those environments have left me with an understanding that their cultures are largely logical and analytical. That’s not a criticism any way; you’d probably expect that from a largely engineering-based organization. But it’s also not quite how my brain works, and I’ve been unhappy when I’ve tried to force myself to be that person.

Myers-Briggs is astrology for business and should never, ever be used to hire or assess a team member. Still, I’ve found it to be a useful way to think about my own traits, alongside other tests I’ve taken along the way (the CliftonStrengths test, Dimensional, and so on). Consistently, by every measure, I land more on the feeling-perceiving line: some version of INFP. My experience of the world is in line with this: I’m interested in abstract ideas and human impacts more than details and logical intricacies.

Don’t get me wrong: I can code productively, and have built entire companies by doing so. But I’m not motivated by the code or the fundamental problems themselves. My motivation is always human. That inevitably means I’ve become more of a technical generalist than a deep expert on any particular technical topic; more or less the kind of person Robin described.

I was originally more drawn to coding as self-expression than coding as formal engineering. It took years for me to understand the difference, but there’s a gulf in approaches. An expressive coder will often get to great results but is nowhere near as disciplined. I had to forcibly retrain myself to be comfortable with style guidelines, code review, and all the belts and braces that make great engineering teams really successful. They’re really important, but as someone who wanted to short-cut to the human impact, it took me a little while to come around.

It’s not just me, by the way: often mission-driven teams are lean towards creative coders rather than engineers. I’ve found that, when I’ve come across a team that’s grown around creative coding rather than engineering, it’s taken a lot of time, effort, and practice to reframe the job and grow those skills.

I’ve learned how to help teams do that. I’ve also become good at supporting engineers as three-dimensional human beings, and intuitively understanding their needs. I’m also good at finding the needs of people we’re trying to help, and wrangling some of the existential problems that lie at the heart of building a productive team culture. Being successful, for me, has been about accepting my INFP-ness rather than trying to shoehorn myself into another shape — and partnering with great, detail-oriented engineers who I can deeply support.

Long before Robin’s post, I was describing myself as a “humanist technologist”. I eventually took it off my profiles because I don’t think anyone but me knew what it meant. Here’s another attempt:

• Humanist: someone who is motivated to improve personal and social conditions
• Technologist: a generalist whose expertise spans engineering, product, and policy, who can use multidisciplinary skills in order to help organizations to navigate technology issues and build a strategy

A humanist technologist, then, is someone who uses multidisciplinary skills to help organizations use or understand technology in order to improve personal and social conditions.

• We’re not primarily engineers, but we can read, write, architect, and evaluate code.
• We’re not primarily product managers, but we can navigate trends, human needs, and organizational priorities in order to set goals and build plans.
• We can develop and communicate strong policy positions based on our understanding of the technology, business, and human sides of a problem.
• We can rally a community and help galvanize our colleagues around a solution that makes a human impact.

I think it’s a better description of what I do. I think I’ll return it to my profile; I wish there was a way to make the description more mainstream. If nothing else, it will serve as a reminder that there’s plenty of room for people in technology who are motivated by people more than the technology itself, and that they should feel welcome.

Matter - coaching, consulting & training for executives and entrepreneurs. Plus managing 74 accelerator investments from 2012-2018.

Matter - an iOS app designed to help you capture the best moments in your life, collect and reflect on your memories of good experiences, understand how those experiences affect you on a molecular level, and use your best memories to shape the life you want.

Matter - team recognition and rewards, all in Slack or Microsoft Teams.

Matter - pulls everything you want to read into one beautiful place.

Matter - a global healthcare startup incubator, community nexus and corporate innovation accelerator headquartered in Chicago.

Matter - an innovation company pioneering technology solutions for capturing, harvesting and recycling microplastics.

Matter - one protocol to connect compatible devices and systems with one another.

Matter - strengthen your investments with granular ESG data.

Mttr - a singular place for making sense of the world, collectively, and participating in productive discourse.

Matter - a new venture fund backed by Kleiner Perkins and TSMC.

I’ve been struggling a little bit to re-find my creative rhythm and balance it with the needs of having and supporting a family.

My day — every day — looks like this:

• Woken up by baby
• Get baby ready for daycare (breakfast, clothes, etc)
• Walk to daycare and back
• Eat breakfast
• Work
• Walk back to daycare and back to retrieve baby
• Play with baby
• Make and have dinner
• Put baby to bed
• Post-baby exhaustion time / other household work

That last bullet point in my day is where I could be doing more to work on creative projects. By that time, though, I’m usually wiped out by the day: I’m not going to produce anything close to good work. It’s a great time to read and reflect, but less so to produce anything new, because by that time I’ve spent my entire day producing.

This is in contrast to my twenties, when I’d return from work and be able to spend at least a few hours working on creative projects. That’s how my startups were initially built, and really how I learned to do anything of value.

Now, obviously, my baby is incredibly important. Spending time with him is non-negotiable: anything that reduces that contact time is something I’ll regret later in life. Raising our child takes priority, by some distance, over any other work I’ll ever do.

But I’m also pretty sure other people have figured this out.

There are novelists, artists, creative coders, and startup entrepreneurs who have all found time for their other pursuits in the midst of having a family and doing it well. I feel, though, that I haven’t yet cracked the code.

It’s also occurred to me that if I was simply less exhausted, I’d be able to do more. That likely comes down to some combination of mental and physical fitness. The latter is easy to pinpoint: if I do more exercise, I’ll likely feel better and more energetic. (Baby’s first year of daycare has also meant that everybody gets sick every two weeks, which has not been helpful.) The former has been harder to come by; life has been a lot for the last few years at least, partially because of external factors, and partially because of bad decisions of my own making.

I’m hardly alone. One of the hidden aspects of privilege is access to time. Consider the act of taking him to daycare: we pay a little over $1,800 a month for our fifteen month old to be cared for as part of a small class during the day. In turn, that allows us to work during the day and make money. But imagine if we couldn’t afford an extra $1,800 a month to begin with. (Most people can’t.) Some extended families are able to provide care — the old “it takes a village” maxim — but that care has traditionally created a disproportionate burden for women, and it is more likely to be undertaken in lower income families.

The average age of a successful startup founder is older than you might think: 45 years old. But a lot of founders are younger, in part because they have more time and fewer commitments. When older founders do have time, it’s either because they’re paying for childcare, or their partner is taking the brunt of the childcare work (and probably housework, and so on), or both. This feels like an inclusion problem to solve! Stronger childcare support overall — perhaps like Canada’s new $10 a day childcare system — would free up lots more diverse entrepreneurs and artists to be able to build and create.

I’m comparatively lucky, and my issues are more prosaic. I’m just tired. But for absolutely everyone, more help would probably not go amiss.

If you have a young family and you are managing to spend time on creative work, I’d love to learn from you. Leave your strategies in the comments?

As part of my roundup of Giving Tuesday suggestions the other day, I mentioned a few non-profit media organizations that I’ve recently donated to. Of course, as soon as I hit publish, I realized there were more that I wanted to highlight.

In particular, I think it’s worth talking about smaller ecosystem organizations rather than newsrooms. These are non-profits that help newsrooms to improve the way they work, their technology, experiment on revenue, or other activities that help make a stronger news ecosystem overall. If you’re not in the space, you probably haven’t heard of them — and they’re all doing notable work.

When I embarked upon building this list, I assumed there would be more entries. It turns out, there were: it’s just that many of them have disappeared. I’ve also chosen not to include for-profit ventures, large organizations like the Knight Foundation or the Press Forward coalition, or organizations that are initiatives of colleges and universities like the Brown Institute for Media Innovation’s Local News Lab.

Each of the following is a small US non-profit that helps makes a difference for journalism. If you think I missed an important organization, let me know and I’ll try to correct in a future post.

OpenNews creates spaces and communities for journalists who are changing the way their newsrooms operate (something that is a prerequisite for newsrooms to be successful in the internet era). Its SRCCON event is a legendary space for journalists to share more about how they work with each other. Its other programs include the DEI Coalition For Anti-Racist, Equitable, And Just Newsrooms.

News Revenue Hub helps news organizations to make their journalism freely available while raising funds through patronage. Its News Revenue Engine software simplifies revenue operations by integrating with other widely-used software, but perhaps its biggest contribution is consulting and sharing best practices for fundraising.

‌The Open Notebook helps science journalists improve their skills through training, mentorship, and community-building. At a time when most of our most consequential stories — the climate crisis, AI — are rooted in science and technology, conveying details accurately and accessibly is more important than ever before. The Open Notebook helps get us there.

‌Tiny News Collective helps underrepresented founders and journalists to build newsrooms that reflect and serve their communities. They provide resources, training, support, and technology to further that goal.