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UKGC10 session four: The future of journalism

/ Sharon O'Dea / 4 Comments

Eve Shuttleworth proposed this session in response to a question that arose earlier in the day: Where is journalism heading, and how do press offices need to change in response?

The web professionals session I went to earlier touched on the same issue – how do we develop the skills we need within our web and communications teams to respond to changing media demands?

Journalism has changed enormously over the past decade or so. News organisations large and small have woken up to the web, and are developing a wider range of rich media content. Local papers as well as national ones are using audio, video and interactive graphics to enhance their stories.

This has led to a huge cultural shift in news, with print and web journalists being located together and badged as content producers. The overwhelming feeling in this session was that communicators need to adapt in a similar way.

Press officers can’t focus solely on writing and selling-in written press releases; we need to take a broader approach to content, producing material for the corporate website as well as complete asset packages for the media to use.

Several of the group gave examples of journalists accepting their video content, although there’s a clear divide between the specialist and local press and the big boys on the nationals.

Major national news organisations are reluctant to take video material from the government (and rightly so in my view). But local and regional press are poorly resourced and more inclined to accept PR material.

Someone asked: the budget-slashing job cuts and subsequent culture of ‘churnalism’ that one sees in much of the regional press is beginning to creep into the national press too, in response to the poor advertising market and declining sales. Does that mean even major news organisations will start accepting complete packages from us too?

There was deep unease about this from much of the group; while an under-resourced press makes PRs life easier, it’s not exactly indicative of a free press performing its fourth estate function of holding government to account.

Many of us said we’re troubled by the lack of critical analysis press releases get. All too often, journalists will take a press release, find any contrary opinion, and present this as reasoned analysis. This over-simplification of debate does neither communciator nor journalist credit; it’s rare that there are two sides to every story. Usually there are at least three or four, and sometimes there really is just one.

This isn’t the fault of journalists, but of proprietors who have cut editorial teams, merged titles and slashed budgets so there simply isn’t enough journalistic resources to get out and report the news. One press officer said “make life easier for journalists and they’ll bite your hand off”.

Sarah Lay gave a great example of how they did this during the local elections in Derbyshire. Making a wide range of material available to journalists online meant that they recieved more coverage than they’d normally expect, yet had to take fewer calls from journalists. That’s a win-win for everyone (especially Sarah and her team, who took home a PR Pride award for this).

89% of journalists are using blogs and social media to research their stories, and it follows that the public sector need to engage with these too. Communciations teams need to keep an eye on blogs, Facebook, etc so problems can be identified and dealt with early before they become more reputationally damaging.

Alastair Smith explainined how Newcastle City Council managed a story which sprung up on Facebook. By responding to the group and offering to meet and talk about their concerns, they managed to turn what was a negative story into a positive one that helped the campaign group get what they wanted.

Communications teams just aren’t set up to respond to social media. Reporting lines for press releases usually require signoff from senior staff and politicans, a process which can take days – a timescale incompatable with the demands of social media.

Neil Franklin told us how he used to manage the Twitter feed at Downing Street, arguing that communicators need to be realistic about responding in a timely manner.

I suggested we borrow the concept of ‘presumed competence’ used by the Foreign Office. Back when an ambassador was sent to Ouagadougou and not heard from for months at a time, their masters back home had to assume they were capable of getting on with it. Social media has the same disconnect between local demands and ability to get sign-off from the centre. We may find it easier to respond to social media if we have a set of agreed ‘lines to take’ that we trust our teams to deliver, and refer upwards only by exception.

Whatever you chosen approach, organisations need to develop a policy for dealing with social media comment. Michael Grimes adapted the well-known US army model into this very useful process model for dealing with social media comment.

Others said it was difficult and unhelpful to have two different approaches to responding: It’s just media, and media is social. We need to have a vision for content generally, and plan our resources accordingly.

Someone added that we need to think about tone, and “don’t treat citizens as journalists”. While it’s true we speak differently to journalists as customers, the rise of the citizen journalist – and initiatives like Talk About Local – mean the distinction between the two is blurring.

Someone talked about this Clay Shirky article, which argues “we will always need journalism, but we won’t have journalists”. The fourth estate is vital in a democratic system, so if we’re seeing less meaningful analysis of our work by the traditional media, then we should welcome it from non-traditional sources.

Online journalists, of the traditional as well as citizen variety, are becoming as much curators of content as creators, aggregating content from the wider web and bringing it to the attention of their networks. Communications teams should try and emulate this in what they produce, for instance by linking to related articles or useful background information.

Eve Shuttleworth said the Ministry of Justice is starting to monitor blogs and social media to get a feel for what the issues are, but has not yet made the decision to respond. One of the issues they’re grappling with is whether press officers should respond as the organisation, or as themselves.

Identifying individuals could have security implications, especially where issues are controversial.

All of this points to an urgent need to reassess the service we provide. We need to develop a vision for how we provide content, and ensure we can resource this in a way that meets the media’s diverse and changing needs, the needs of the audience and those of the organisation.

UKGovCamp 2010: it was epic

/ Sharon O'Dea / 2 Comments

Yesterday’s UKGovCamp was predictably excellent. It was a genuine pleasure to spend the day with such an amazing group of inspirational people and hear about the great things they’re doing to make UK Government a little bit better

UKGovCamp2010

UKGovCamp is an informal ‘unconference’ event, for people working in public sector tech and comms. This was the third annual barcamp, and like the previous two took place at Google’s London HQ (which we were under strict instructions NOT to photograph). 

There were lots of great sessions, and in each timeslot there were at least two I wanted to go to. I was glad, then, that there were so many active social reporters there and I was able to get a feel for what was going on in all the other sessions via the Twitter stream and the Tumblr. I especially like Paul Clarke’s Flickr stream, even if he did get a picture of me pulling a really unattractive face.

I took notes in most of the sessions, and I tweeted *a lot*, so I’m going to write those up into blogs on each of the sessions individually.

The Epic Visionary raffle was won by the lovely people at Learning Pool, and raised a very respectable £303 for the DEC Appeal for Haiti.

Massive thanks to Dave Briggs for organising the event, Huddle, Opportunity Links, Learning Pool, IDeA, Polywonk, Timetric, the Dextrous Web for sponsoring, and Hadley Beeman for sorting out the post-camp drinks.

Epic Visionaries FTW!

/ Sharon O'Dea / Leave a comment

Tomorrow is the third annual UKGovCamp, when over 100 web people from across government will meet at Google’s offices in ThatLondon to share ideas on how we can use technology to change government for the better.

It’s because of that vision, tenacity and willingness to get up early on a Saturday morning to talk about websites that the UK Gov Web community adopted the nickname Epic Visionaries.

Epic Visionary by moo.com: all this can be yours

With so many Epic Visionaries in attendance, I’ve decided to raffle off the domain name I own – epicvisionary.com – at tomorrow’s event, in aid of the DEC Haiti Earthquake Appeal.

The nice people at Moo.com have very kindly turned this into an excellent prize package. The winner will not only get the epicvisionary.com domain, but also:

  • 1 x 50 Pack of Business Cards (Classic or Green stock)
  • 1 x 100 Pack of MiniCards
  • 1 x 20 Pack of Postcards
  • 1 x 90 StickerBook
  • FREE Standard UK Shipping

That’s an additional £50 worth of prizes with which you can show off your Epic Visionary status.

Tickets will be a fiver a strip, with all proceeds going to the DEC Haiti Earthquake Appeal.

For those that can’t make it, you can donate to the DEC Appeal here, and follow the unconference action via the UKGovWeb site. There’ll also be a bunch of active social reporters there on the day who you can follow on Twitter, Flickr, Google Wave, Tumblr, and doubtless all over the interweb.

Keep an eye on the #ukgc10 hashtag. I’ll try and blog on the event next week.

Intranets and urban sprawl: a postcard from down under

/ Sharon O'Dea / 1 Comment

This month I’m taking a bit of a break before starting my new job  in the new year. In desperate need of some sunshine, I jetted off to Sydney, Australia.

After spending some time lolling about on the beach, throwing shrimps on the barbie and wandering around town wearing a hat with corks on, I decided to head out of the city for the obligatory bush walk.

As I drove out of the city in search of some bush to hike in, I realised that Sydney is huge. It takes literally hours to reach the city limits. My (Australian) host explained that this is a result of Sydney’s short history.

Sydney

Sydney: this is where it all began

You see, although the area around what’s now Sydney Harbour was home to Aboriginal settlements for many hundreds of years, the modern city is a relatively new one.  The roots of today’s city began with the arrival of the First Fleet in 1788. This was a ragtag band of soldiers, convicts and a few entrepreneurs looking to make a few quid.

They set up camp in the area that is now central Sydney, naming it New Albion. From these humble beginnings the city has grown. And grown. And grown.

As a city built largely in the age of the car, on land that is seemingly limitless, Sydney has  become characterised by urban sprawl. In fact, it’s now the third-largest urban agglomoration in the world.

It struck me that the story of Sydney is very much like that of your average corporate intranet. Most began life, like New Albion, as a bit of a side project, with no clear aims or objectives.

Sydney's urban sprawl

Sydney's urban sprawl 1917-2031: a bit like your intranet

And just as land and resources seemed limitless to those looking for their quarter-acre plot on which to build a family home in Sydney, so too does seemingly limitless server space encourage intranets to grow exponentially.

An explosion in car ownership enabled Sydney to grow to its present proportions. Similarly, the emergence of piss-easy CMSs meant that anyone can be an intranet’s content author, allowing them to add to the urban sprawl of your corporate intranet.

So, just like Sydney, the history of many intranets means they’ve become bloated and difficult to navigate.

But this is where my metaphor falls down.  Sydney householders would certainly be a bit miffed if you were to knock their homes down or move them to somewhere a bit more sensible. But for intranets, that’s certainly possible.

Here’s are some ways to prevent or fix urban sprawl on your intranet:

  1. Decide what your intranet is for. An obvious point, perhaps, but it’s important to set clear objectives for your intranet.  Think not only about what you want to achieve, but how the intranet will help you get there. Be both specific and realistic.
  2. Get to know your audience. The intranet should reflect the culture of the organisation. Adding discussion groups to your intranet will not make people want to participate if there is no existing culture of participating within the organisation. Find out what users want, but speak also to those who don’t use the intranet much to find out why.
  3. Best before end. Set expiry dates for all content pages, with owners or authors required to review them at set intervals to ensure they’re still accurate and up-to-date.
  4. Is this yours? Pages without owners are the intranet equivalent of those boarded-up houses along the North Circular. If no one cares enough about the content to take responsibility for it, it’s likely few would miss it if you were to delete it.
  5. Remember the law of diminishing returns. Every additional piece of content added to your intranet makes it a little bit harder for the user to find the actual information they need.
  6. Help people find their way around. Investing some time and money in getting your information architecture right will soon pay for itself.  Don’t just rely on the main menus, though: use the left-hand navigation lists and the footer of each page too. Help people get back to the section home,  the home page, and to other related pages. But people have different ways of looking for things, so a good search engine and A-Z are needed too.
  7. Raze your city to the ground. It’s not an option that’s open to city planners, but there are strong arguments for scrapping your intranet and starting again. A clean slate gives you the chance to get your information architecture and governance structures right, before developing your content from scratch so it really meets the needs of your audience. This nuclear option is an expensive one, but one that shouldn’t be dismissed entirely.

Over the coming months I’ll be thinking a lot more about intranets and how we can make them better. What are your tips for keeping your intranet fit for purpose?

The Social Organisation

/ Sharon O'Dea / 7 Comments

It was just coincidence that I began reading Clay Shirky’s Here Comes Everybody on the tube on the way to the recent FutureGov Consultancy/Huddle event on internal collaboration, but a fortunate and relevant coincidence nonetheless. Shirky argues that the web can enable people to self-organise, and in turn will transform our world. The event’s speakers argued that those same ideas of self-organisation and reduced costs can – and should – transform our bureaucracies.

In a small group everyone is able to speak to everyone else to organise their time and resources. Once an organisation gets beyond a certain size, management is needed. But managing resources itself takes resources, and these costs tend to grow faster than organisation size.

This makes organisations quite inefficient. Like all large organisations, councils use quite a lot of resources on managing and communicating internally.

Huddle’s Charlie Blake Thomas told an all-too-familiar story: Someone sends around a Powerpoint Presentation by email to ten people. People make their changes and send it round to the group again. Soon you have eight or nine different versions in circulation. Version control goes out of the window. Inboxes are clogged up with crap.

In the past this was neccessary, but these days there are better ways of collaborating. Huddle is one of them, but other collaborative software is also available.

However, technology is no panacea. Becoming more collaborative requires cultural change. Councils are rigidly heirarchical structures and quite set in their ways. We’re used to working in silos, and many prefer it that way.

But as Bob Dylan so famously sang, the times, they are a changin’. It’s clear the public sector as a whole has a few turbulent years ahead as a result of tight public finances and changing demands.

In addition, local authorities are increasingly delivering services in partnerships, thanks to initiatives like Total Place. All of this means becoming more collaborative is not a choice, it’s a neccessity.

Anne McCrossan argued that old boundaries – between and within organisations – are increasingly irrelevant. The emphasis shifts from org chart structures to informal communication networks and those individuals within organisations who act as gatekeepers, hubs and pulse-takers. Organisations need to take advantage of these tacit information-sharing relationships in order to build effective networks.

Moving away from rigid structure towards a more collaborative way of working brings big benefits for organisations. First, it fulfills those needs that sit at the top of Maslow’s Heirarchy; social participation gives people the power to self-actualise. By sharing information more widely, we present opportunities to learn. A social organisation is, by definition, a learning organisation.

Most importantly, it makes us more efficient. By reducing the costs of communicating and managing, we free up resources for service delivery. Private sector organisations thrive when they bring down management and transaction costs. We need to learn from their best practice in order to make the most of our resources.

McCrossan’s presentation echoed in many ways the work of employee engagement guru John Smythe. Smythe argues for employee engagement programmes aimed at moving employees up the engagement ladder – that is away from old structures of command and control towards a culture of co-creation.

Like Smythe, McCrossan emphasises the role of leadership in bringing about change, with a focus on behaviours and relationships rather than command and control.

Affinity, she contends, is stronger than structure. Organisations work best when they share a common purpose, comunicate that purpose, and bring colleagues along towards the common goal.

This is something local authorities ought to be good at; those of us who work for one know that ultimately our job is to make life better for people in the borough. But all too often we’re guilty of focussing on our own work and not the bigger picture.

Becoming collaborative organisations gives councils an opportunity to redefine their purpose. By focussing on working together with residents and partners towards our common goals, we can become more efficient and effective, as well as becoming better places to work.

Over the coming months and years local government will be asked to redefine its own purpose in order to become leaner and more efficient. That means rediscovering those shared goals and giving people the tools to work more efficiently towards them. Structures are inefficient: harness common purpose, though, and organisations can achieve more efficient delivery.

Dear internet… can you help?

/ Sharon O'Dea / 11 Comments

Today I have exactly nine months left of my twenties.

On my 18th birthday, someone gave me a notebook, and on each page I wrote one thing I wanted to do before I turned 30. Some trivial, some important.

I’d largely forgotten about this exercise, but as I was moving house a couple of years ago I found the notebook and realised I’d done almost all of the things I’d listed in it.

So I’ve visited Asia and both ends of the Americas, bought an original piece of art, got my degree, gone somewhere I don’t speak the language and where no one speaks English, and so on. Most important of all was ambition number sixteen: fall in love, which I did five-and-a-bit years ago and remain happily so today.

However, three wishes in the book remain unfulfilled. These were:

  • Visit Africa
  • Visit Australia
  • Find a sport I like and do it regularly

Now the first two sound tricky, but if I really wanted to go I could book a plane ticket. No, the latter’s the hard one.

To give you some background, I am entirely blind in my right eye, which means I have pretty bad spacial awareness can’t see anything on my right-hand side. I also have really awful balance, which might be related to my first point, but that could just be me making excuses. Consequently, I am appallingly bad at every sport I’ve ever tried.

I’ve posted this challenge to Feats of Tweet, the new project from Paul Smith, better known as the Twitchiker. Paul wants to harness the goodwill of the Twitter community to help people fulfil their goals and wishes. He’s invited people to Tweet in their wishes, and will select a few to go to the public vote on Monday (it’s a great idea, do check it out if you haven’t already).

My own unfulfilled wish isn’t likely to garner much sympathy when up against desperately-needed transplant organs, and rightly so. So I’m asking you, people on the interwebs; do you do any sport at all? Could an unfit, half-blind not-quite-thirty-year-old join in?

Over the next nine months I must surely be able to find some from of exercise that I’m not totally, depressingly crap at. But what? I’m willing to try pretty much anything. What can you suggest?

Leadership: why Greg Dyke is like the Wizard of Oz

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In an interview with Management Today this week, former BBC Director-General Greg Dyke said the key to building up a high degree of trust and loyalty among employees is to make sure that they say the right things about you to others:

‘Leadership is about the stories that are told about you – both positive and negative’, he said. ‘You’ll be judged by those stories more than anything you say or write, and people will need to like what they hear about you. The most effective leaders are the ones who are loved by their staff. Always think as a leader: how will this be seen?’

His words echo those of the Wizard of Oz, who said ‘ A heart is not judged by how much you love; but by how much you are loved by others’.

In all but the smallest companies, it’s not possible for the CEO to develop a personal relationship with all employees, so instead they rely on internal communication (as well the informal networks of office rumours and gossip).

But is it really the job of communicators to present their Chief Exec as a loveable kind of guy? Or does that risk leading us, David Brent-like, to confuse popularity with success?

David Ferrabee cautions against what he calls the ‘Wizard of Oz approach’: ‘If you do put employees in front of the CEO a lot, they might find out he/she is not actually the Great and Powerful Oz, but just a WC Fields lookalike’.

And therein lies the problem. It’s not a leader’s job to be liked; it’s their job to lead. Most CEOs are affable kind of people. Most are good communciators – they need to be so to have reached that position. But it doesn’t follow that they have to be the kind of person colleagues would be happy to go for a beer with.

In the introduction to the recent MacLeod Report on Employee Engagement, Peter Mandelson says ‘organisations that truly engage and inspire their employees produce world class levels of innovation’.

What inspires people is encouraging innovation and ideas in the workplace that are focused on competitive advantage or shared vision. That means engaging with colleagues and managers and bringing them along with you on a journey, communicating honestly and clearly.

Arguably, building a personal mythology for a leader could stifle rather than encourage innovation. After all, how many colleagues would be willing to challenge the Great and Powerful Oz?

Dyke’s job as the leader of a quasi-public sector organisation in the midst of bitter battle with senior government figures meant he slipped easily into the role of staunch defender of his organisation and his staff.

But few other leaders are in such a position. Most answer to shareholders, or in the public sector, elected leaders, so simply presenting yourself as likeable is not a viable leadership communication strategy.

So while Greg Dyke inspired extraordinary loyalty from his staff, his strategy’s not goingto hold water for many others. Other leaders wishing to develop their own organisational profile need to communicate in the way that suits their organisation, their objectives, and their own leadership communication style.