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USA Edition | Today Is Tuesday, May 21, 2013 |
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Welcome To Newsroom Magazine
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Thanks To You We're Growing Faster Than Ever Before
Chances are you've noticed that Newsroom Magazine is a very different publication.
We care about journalism -- and we're well aware many other organizations do it far better than we.
Our editorial standards, rules of custody, and skeptical editing for everything we produce, disseminate or expose to public viewing reflects a seriousness of purpose.
Six years after our founding, Newsroom Magazine continues to evolve the online publishing and preservation model we pioneered.
There is good news to share: Newsroom Magazine is is thriving.
And some less good news: Our limited resources, both journalistically and financially, are limiting our expansion of content.
Online News Preservation
In the six years since its founding, Newsroom Magazine has extended the field of news publishing into previously uncharted areas.
We take a long range view of news -- one that considers both timeliness and historical merit.
What we do, and how we do it, was not possible in the print media era -- for our content is both timely and timeless in the sense that we share the power of immediacy with all online media plus the perseverance of an encyclopedia.
Newsroom Magazine's publishing model goes beyond immediacy -- for unlike the newspaper era -- what we publish is permanently preserved. And tagged, indexed, and constantly updated by automated sitemap sharing with Google, Yahoo, Bing, Yandex, Baidu, Sogou, Ewatch, Alexa, Facebook, and others at home and far away.
All of our content, is meant to be preserved. Thanks to the capture and storage of our content at Google, including all updates and changes, and full collection archiving by the U.S. Internet Archives, everything we say, write, opine -- whether wise, foolish, or inconsequential-- is preserved.
Newsroom Magazine content remains forever online, searchable and accessible 24 hours a day worldwide.
What's Hot Is Rarely What Matters
What we publish today is rarely as timely as the more traditional publications and online newspapers. What we choose to publish, sometimes days or months after a story first breaks, or on a subject neglected by most commercial media, is chosen to reflect one aspect of an ongoing reality for long term preservation.
From a handful of English-only readers when we published our first article -- the 1958 Edward R. Murrow speech before the Radio Television Directors Association in Chicago -- we have grown and wizened about our responsibilities to our readers and our own limitations and shortfalls.
Our most read article so far this year, The Adventures Of Bernie In Wonderland, was published November 23rd, 2009. The article consists of the unexpurgated SEC interview of Harry Markopolos in the Bernie Madoff Ponzi swindle case. It is not very interesting reading and it is very long -- but we published it in the belief that what it revealed was important and unlikely to remain online in its original format.
Newsroom Magazine's Storehouse Grows Every Day
The number of publications who devote themselves to publishing credible, responsible and probative content for posterity has dwindled.
Today Newsroom Magazine publishes a storehouse of credible, probative and relevant content -- well over 5000 articles including commentaries, essays, definitions, photographs, stories, reviews, discussions, tutorials, and logical explanations.
Our readership is nearly three times was it was only last year. Few might come to our content for entertainment -- for our purpose is otherwise.
If You Publish, They Will Come
We are read on Capitol Hill, along K Street, and in the halls of government inside the beltway and around the world.
We are read daily on college campuses at home and abroad. We're visited from military ships at sea. We serve law-firms, major corporations, Wall Street the UK Parliament, state governments and cities with credible useful information.
Some of the world's most prestigious news organizations use Newsroom Magazine for fact-checking.
Government Information Unfiltered, Sometimes Imperfect
The amount of official news proffered each day by government, whether at home or abroad, is accelerating. Some of it newsworthy, most of it not.
Our job is to thoughtfully choose what's worthy of the attention of our readers.
About 1% of government issued news we receive each day qualifies as newsworthy. Only the most relevant, or reflective of government at its best, or at its worst, or evidence of overreach, or ineptitude makes it newsworthy.
We leave the issue of deciding which if any of these qualifications applies to what we publish up to the reader.
Formatted For People On The Go, Or On The Hunt
All of our government news content includes above the headline call out meant to convey the principal facts, action or information for those with little time to read a long document.
Our job is to carefully and skeptically choose relevant governmental content for our readers -- and to include the unexpurgated original source material, whose chain of custody we control.
Online Editorial Standards, Ethics And Purpose
Our commitment to time-honored journalistic standards and a clear statement about the ethics to which we agree to be held today and tomorrow, Newsroom Magazine began publication when the Internet was young -- 2006.
Our prime mission then, as now, is to publish non political ideas, definitions, essays and editorials.
To speak to the state of this honorable calling.
And to inform the public about those things, events and ideas that matter most to us all.
Today, tomorrow, forever.
Editorial Standards & Policies
| Browsing Materials Tagged inflexion point | Organized In Date Order | [ 6 items ] | |||
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Boeing Goes High Tech — The Dreamliner Is Not Your Father’s Boeing
… this reporter thought Boeing’s apparent disengagement in the public discourse inconsistent with the company’s excellent reputation and engineering prowess. Boeing aircraft fly millions of miles every day carrying hundreds of thousands of passengers to and from every air-carrier airport in the world. Boeing aircraft carry the load day in and day out with little more than minor technical problems. And they have done so for well over four years absent injury or fatalities.
Washington
It’s Not A Battery Problem, It’s A Management Problem
Fire in flight is a disaster no one wants to experience. In the last few weeks Boeing suffered battery system fires on two or more of its 787 Dreamliner fleet. Some, but not all battery system fires occurred in Japan where most of the early 787 fleet were introduced into service last year by All Nippon Airlines. When similar incidents were reported, including at least two at Boston, the FAA initiated a review of the stored energy systems on Boeing’s newest passenger aircraft.
Press reports in Japan revealed that as many as 10 battery systems were replaced on one or more 787 aircraft operated by ANA. Since then, the FAA, and its Japanese counterpart, grounded Boeing’s 787 fleet pending further investigation. A great deal has been written about Boeing’s new high-tech airliner — nearly all of it about the battery system design and whether lithium-ion batteries are safe for airline operations.
But this reporter thought Boeing’s apparent disengagement, absence in electronic media coverage, and near silence in public discourse, inconsistent with the company’s excellent reputation and engineering prowess. Boeing aircraft fly millions of miles every day carrying hundreds of thousands of passengers to and from every air-carrier airport in the world. Boeing aircraft operate around the clock, day in and day out, with little more than minor technical problems. Boeing airline equipment has a reputation for quality and excellence and safety equal to or better than its competitors.
So what troubles me is not what appears to be more than two dozen battery related incidents, but Boeing management’s apparent indifference to what is said about them in newspaper, television and online news publications. I sense that the 787 Dreamliner problems may be, or might soon become, a major corporate inflexion point for Boeing — by way of diminished public confidence in Boeing due entirely to failing to recognize its responsibility to communicate. The most recent inflexion point failure to communicate was Penn State University’s early handling of the Jerry Sandusky child-molestation story.
What isn’t said matters in today’s endless news cycle. Boeing’s silence is as much a part of the story as the incidents, groundings and engineering questions.
The similarity between Boeing and Penn State is not in the events, but in how the two institutions chose to handle them — as if not worthy of public comment, or too hot to risk telling the truth.
There are examples of corporate management who overruled the valid concerns of their lawyers because they understood the long-range importance of customer confidence and the value of an exemplary corporate reputation.
When McNeil Laboratories, makers of Tylenol, experienced product tampering in 1982 they saw the problem as far more than one of damage to the Tylenol brand, or potential short term liability. McNeil executives understood the confidence compact with consumers that awarded Tylenol dominant market-share warranted direct engagement, accurate information and press availability that included senior management.
McNeil wrote the book on how to save a brand, and a company, by leading the story, not hiding from it. Tylenol is still on store shelves today. Like McNeil Laboratories, Boeing is no more responsible for the battery problem, most likely, than McNeil Labs was responsible for store shelf tampering. But each company’s management teams chose very different approaches. Maybe Boeing has something to hide from the public, but that seems more than a little far-fetched for a company so well managed.
Based on the company’s technical prowess it’s safe to assume that Boeing will fix the battery problem — that’s a certainty. But media attention to that problem has damaged Boeing’s reputation as surely as McNeil Lab’s decision to recall Tylenol saved the brand even as it increased public confidence in McNeil Laboratories.
After looking online for evidence of a major public relations response from Boeing I cannot find anything beyond public relations happy talk from the company, or its spokesmen, or its advertising agency, or its public relations advisers on what Boeing plans to do to protect its airline customers. Absent constructive comment, millions of air travelers wonder why? Or, find talk about in-flight fire damned scary.
Silence, in the face of massive media bombardment makes about as much sense as taking a sandwich to a gun fight.
The 787 Dreamliner story, Boeing’s engineering prowess, and management’s failure to speak clearly and directly to the people they depend on for survival, leaves the public discourse in the hands of others. Day by day information emerges, drip by drip, while Boeing says little of substance.
What would you advise Boeing to do? Or, weeks after the 787 fleet was unceremoniously grounded by the FAA, is it already too late to save the Dreamliner?
Or restore Boeing’s hard earned and valuable reputation?