Search Results for: Economist

What Should Universal Basic Income Look Like?

Anthony Bradshaw / Getty

Livia Gershon | Longreads | September 2019 | 9 minutes (2,264 words)

Andrew Yang, presidential candidate, serial entrepreneur, and icon of Silicon Valley futurism, has a vision. As you know if you’ve ever heard his name, Yang supports a universal basic income, $1,000 a month paid by the government to every American citizen, from part-time baristas to millionaire bond traders. To Yang, the UBI, as it’s called, is the answer to nearly every question about the economy. For out-of-work machinists, it’s a cushion that would make it possible to reorient to a new job. For would-be entrepreneurs, it’s the cost of ramen and a bed while they hustle to get off the ground. For stay-at-home parents, it’s recognition and support for crucial unpaid labor. For down-on-their-luck towns, it’s an economic stimulus plan.

“This is the trickle up economy from our people, families, and communities—up,” Yang told Face the Nation in August. “It will create over two million new jobs in our communities because the money will go right into local mainstream businesses, to car repairs, daycare expenses, Little League sign-ups.” Read more…

How Google Discovered the Value of Surveillance

A close-up of a human eye on an IBM computer monitor, 1983. (Photo by Alfred Gescheidt/Getty Images)

Shoshana Zuboff | An excerpt adapted from The Age of Surveillance Capitalism: The Fight for a Human Future at the New Frontier of Power | PublicAffairs | 2019 | 23 minutes (6,281 words)

 

In 2000 a group of computer scientists and engineers at Georgia Tech collaborated on a project called the “Aware Home.” It was meant to be a “living laboratory” for the study of “ubiquitous computing.” They imagined a “human-home symbiosis” in which many animate and inanimate processes would be captured by an elaborate network of “context aware sensors” embedded in the house and by wearable computers worn by the home’s occupants. The design called for an “automated wireless collaboration” between the platform that hosted personal information from the occupants’ wearables and a second one that hosted the environmental information from the sensors.

There were three working assumptions: first, the scientists and engineers understood that the new data systems would produce an entirely new knowledge domain. Second, it was assumed that the rights to that new knowledge and the power to use it to improve one’s life would belong exclusively to the people who live in the house. Third, the team assumed that for all of its digital wizardry, the Aware Home would take its place as a modern incarnation of the ancient conventions that understand “home” as the private sanctuary of those who dwell within its walls.

All of this was expressed in the engineering plan. It emphasized trust, simplicity, the sovereignty of the individual, and the inviolability of the home as a private domain. The Aware Home information system was imagined as a simple “closed loop” with only two nodes and controlled entirely by the home’s occupants. Because the house would be “constantly monitoring the occupants’ whereabouts and activities…even tracing its inhabitants’ medical conditions,” the team concluded, “there is a clear need to give the occupants knowledge and control of the distribution of this information.” All the information was to be stored on the occupants’ wearable computers “to insure the privacy of an individual’s information.”

By 2018, the global “smart-home” market was valued at $36 billion and expected to reach $151 billion by 2023. The numbers betray an earthquake beneath their surface. Consider just one smart-home device: the Nest thermostat, which was made by a company that was owned by Alphabet, the Google holding company, and then merged with Google in 2018. The Nest thermostat does many things imagined in the Aware Home. It collects data about its uses and environment. It uses motion sensors and computation to “learn” the behaviors of a home’s inhabitants. Nest’s apps can gather data from other connected products such as cars, ovens, fitness trackers, and beds. Such systems can, for example, trigger lights if an anomalous motion is detected, signal video and audio recording, and even send notifications to homeowners or others. As a result of the merger with Google, the thermostat, like other Nest products, will be built with Google’s artificial intelligence capabilities, including its personal digital “assistant.” Like the Aware Home, the thermostat and its brethren devices create immense new stores of knowledge and therefore new power — but for whom? Read more…

Can Coastal California Adapt to Climate Change?

AP Photo/Julie Jacobson

Climate change isn’t a future condition for many Californians. Right now, coastal residents sweep water from their garages. San Francisco tourists slosh through seawater at the Embarcadero. Condemned houses perch above crumbling cliffs in Pacifica, and a solitary sidewalk runs past the space where apartments once stood. So what will the most populous state in the U.S. do to protect the communities, train tracks, and roads that line its coast? For The Los Angeles Times, journalist Rosanna Xia goes deep into this enormous, developing crisis, mapping specific points from Del Mar to Pacifica to understand what’s at stake, and to listen to residents debate what to do. People talk about building bigger seawalls and building beaches with new sand, but each strategy has its limitations and undesirable consequences.

Then there’s what scientists and economists and number-crunching consultants call “managed retreat”: Move back, relocate, essentially cede the land to nature. These words alone have roiled the few cities bold enough to utter them. Mayors have been ousted, planning documents rewritten, campaigns waged over the very thought of turning prime real estate back into dunes and beaches.

Retreat is as un-American as it gets, neighborhood groups declared. To win, California must defend.

But at what cost? Should California become one long wall of concrete against the ocean? Will there still be sandy beaches or surf breaks to cherish in the future, oceanfront homes left to dream about? More than $150 billion in property could be at risk of flooding by 2100 — the economic damage far more devastating than the state’s worst earthquakes and wildfires. Salt marshes, home to shorebirds and endangered species, face extinction. In Southern California alone, two-thirds of beaches could vanish.

The state has both no time and too much time to act, spiraling into paralyzing battles over the why, who, when and how. It’s not too late for Californians to lead the way and plan ahead for sea level rise, experts say, if only there is the will to accept the bigger picture.

Returning after mudslides and wildfire. Rebuilding in flood zones. The human urge to outmatch nature is age-old. We scoff at the fabled frog that boiled to death in a pot of slowly warming water — but refuse to confront the reality of the sea as it pushes deeper into our cities.

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“Set Up For Failure”: How Iran Captured 10 US Sailors at Farsi Island

Riverine Command Boats (RCB) 802 and 805 participate in a bi-lateral exercise with Kuwait naval forces in the Arabian Gulf. Photo by US Navy via Sipa USA

Despite the United States Navy’s insistence that “U.S. Navy Forces deployed globally are ready in all respects,” ProPublica’s ongoing investigation into the Navy’s combat readiness has revealed otherwise.

In the latest installment, Megan Rose, Robert Faturechi, and T. Christian Miller report on how failures up and down the Navy’s chain of command, coupled with a toxic “can’t say no” leadership culture, contributed to 10 US sailors getting captured by Iran in January, 2016, after navigational and mechanical glitches put their ill-suited vessel into Iran’s territorial waters.

In the wake of the Farsi Island incident, the outlines of the Navy’s fumbles were widely reported. But ProPublica reconstructed the failed mission, and the Navy’s response to it, using hundreds of pages of previously unreported confidential Navy documents, including the accounts of sailors and officers up and down the chain of command. Those documents reveal that the 10 captured sailors were forced out on dangerous missions they were not prepared for. Their commanders repeatedly dismissed worries about deficiencies in manpower and expertise.

Foley spotted a blue flag atop one of the boats. He pulled out a Navy reference manual. The flag belonged to the Islamic Revolutionary Guard Corps. Foley shouted that the men were Iranians.

Nartker was holding up a wrench and pointing at his engine to indicate to the Iranians that his boat was in need of repair.

Inside the engine room, Escobedo made quick work of the repairs on the water pump and then started up the engines. With each movement, the more maneuverable Iranian boats blocked him and the men aboard them racked their weapons. He could see them squeezing their triggers.

“Stop boat!” they yelled. “Stop boat!”

Nartker decided to ignore the shouting men.

“Go!” he yelled at Escobedo.

Escobedo believed that if he followed the order, the Iranians would begin firing. He thought the rounds would cut clean through their boat. Someone was going to get killed. Rather than gunning the boat, Escobedo simply looked at Nartker: “Sir.”

Nartker later told Navy investigators that he had considered grabbing his M4 assault rifle and trying to shoot his way out. But he thought that if he began shooting he could start a war. He had never received a briefing on the region from the Navy, but he had been reading The Economist magazine. He knew about the looming nuclear accord.

Nartker’s superior officers had ignored protests. They had assigned him a mission beyond the capabilities of the gunboats. And they ordered him to proceed, even knowing about the shoddy equipment and the late start.

It was wrong to punish him, when so many others shared responsibility. Nartker, Fuselier wrote, “was set up for failure.”

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The Top 5 Longreads of the Week

Renee Jones Schneider/Star Tribune via Getty Images

This week, we’re sharing stories from James Carroll, Cecilia D’Anastasio, Ben Steverman, Eva Holland, and Ian Brown.

Sign up to receive this list free every Friday in your inbox. Read more…

The Wealth Detective Who Finds the Hidden Money of the Super Rich

Longreads Pick
Published: May 23, 2019
Length: 15 minutes (3,754 words)

‘Midwesterners Have Seen Themselves As Being in the Center of Everything.’

Cincinnati, Ohio, early 20th century. Kraemer's/Cincinnati Museum Center/Getty.

Bridey Heing | Longreads | April 2019 | 10 minutes (2,589 words)

 

The American Midwest is hard to define. Even which states can be considered “Midwestern” depends on who you ask; is it what lies between Ohio and Iowa? Or does the Midwest stretch further west across the Great Plains; north into Wisconsin, Minnesota, and the Dakotas; or east into parts of Pennsylvania and New York state? Perhaps part of the confusion over the term is rooted in the idea that the Midwest represents far more than a geographic space — it represents a vision of the country as a whole, and is a stand-in for nostalgia, despite the fact that the reality of the nation, and the Midwest along with it, has always been far messier than any myth.

In her new book, The Heartland: An American History, University of Illinois professor Kristin L. Hoganson tells the story of the region through its links to the rest of the world. Arguing that the Midwest, centered here on Illinois, has long been misunderstood as far more provincial and isolated than it actually is, Hoganson lays out the ways in which international relationships have shaped the economy and identity of the region. She also examines part of the region’s complicated history with race, and the way some stories have been obscured in a way that has given everyone — outsiders and locals alike — a warped idea of who has a claim to the most all-American of places. Read more…

The Anarchists Who Took the Commuter Train

A matchbook ad for Pennsylvania Railroad, 1940. Jim Heimann Collection / Getty.

Amanda Kolson Hurley | An excerpt from Radical Suburbs: Experimental Living on the Fringes of the American City | Belt Publishing | April 2019 | 19 minutes (4,987 words)

The Stelton colony in central New Jersey was founded in 1915. Humble cottages (some little more than shacks) and a smattering of public buildings ranged over a 140-acre tract of scrubland a few miles north of New Brunswick. Unlike America’s better-known  experimental settlements of the nineteenth century, rather than a refuge for a devout religious sect, Stelton was a hive of political radicals, where federal agents came snooping during the Red Scare of 1919-1920. But it was also a suburb, a community of people who moved out of the city for the sake of their children’s education and to enjoy a little land and peace. They were not even the first people to come to the area with the same idea: There was already a German socialist enclave nearby, called Fellowship Farm.

The founders of Stelton were anarchists. In the twenty-first century, the word “anarchism” evokes images of masked antifa facing off against neo-Nazis. What it meant in the early twentieth century was different, and not easily defined. The anarchist movement emerged in the mid-nineteenth century alongside Marxism, and the two were allied for a time before a decisive split in 1872. Anarchist leader Mikhail Bakunin rejected the authority of any state — even a worker-led state, as Marx envisioned — and therefore urged abstention from political engagement. Engels railed against this as a “swindle.”

But anarchism was less a coherent, unified ideology than a spectrum of overlapping beliefs, especially in the United States. Although some anarchists used violence to achieve their ends, like Leon Czolgosz, who assassinated President William McKinley in 1901, others opposed it. Many of the colonists at Stelton were influenced by the anarcho-pacifism of Leo Tolstoy and by the land-tax theory of Henry George. The most venerated hero was probably the Russian scientist-philosopher Peter Kropotkin, who argued that voluntary cooperation (“mutual aid”) was a fundamental drive of animals and humans, and opposed centralized government and state laws in favor of small, self-governing, voluntary associations such as communes and co-ops. Read more…

The American Worth Ethic

Getty / Photo Illustration by Longreads

Bryce Covert | Longreads | April 2019 | 13 minutes (3,374 words)

“The American work ethic, the motivation that drives Americans to work longer hours each week and more weeks each year than any of our economic peers, is a long-standing contributor to America’s success.” Thus reads the first sentence of a massive report the Trump administration released in July 2018. Americans’ drive to work ever harder, longer, and faster is at the heart of the American Dream: the idea, which has become more mythology than reality in a country with yawning income inequality and stagnating upward economic mobility, that if an American works hard enough she can attain her every desire. And we really try: We put in between 30 to 90 minutes more each day than the typical European. We work 400 hours more annually than the high-output Germans and clock more office time than even the work-obsessed Japanese.

The story of individual hard work is embedded into the very founding of our country, from the supposedly self-made, entrepreneurial Founding Fathers to the pioneers who plotted the United States’ western expansion; little do we acknowledge that the riches of this country were built on the backs of African slaves, many owned by the Founding Fathers themselves, whose descendants live under oppressive policies that continue to leave them with lower incomes and overall wealth and in greater poverty. We — the “we” who write the history books — would rather tell ourselves that the people who shaped our country did it through their own hard work and not by standing on the shoulders, or stepping on the necks, of others. It’s an easier story to live with. It’s one where the people with power and money have it because they deserve it, not because they took it, and where we each have an equal shot at doing the same.

Because for all our national pride in our puritanical work ethic, the ethic doesn’t apply evenly. At the highest income levels, wealthy Americans are making money passively, through investments and inheritances, and doing little of what most would consider “work.” Basic subsistence may soon be predicated on whether and how much a poor person works, while the rich count on tax credits and carve-outs designed to protect stockpiles of wealth created by money begetting itself. It’s the poor who are expected to work the hardest to prove that they are worthy of Americanness, or a helping hand, or humanity. At the same time, we idolize and imitate the rich. If you’re rich, you must have worked hard. You must be someone to emulate. Maybe you should even be president.

* * *

Trump has a long history of antipathy to the poor, a word which he uses as a synonym for “welfare,” which he understands only as a pejorative. When he and his father were sued by the Department of Justice in 1973 for discriminating against black tenants in their real estate business, he shot back that he was being forced to rent to “welfare recipients.” Nearly 40 years later, he called President Obama “our Welfare & Food Stamp President,” saying he “doesn’t believe in work.” He wrote in his 2011 book Time To Get Tough, “There’s nothing ‘compassionate’ about allowing welfare dependency to be passed from generation to generation.”

Perhaps. But Trump certainly knows about relying on things passed from generation to generation. His self-styled origin story is that he got his start with a “small” $1 million loan from his real estate tycoon father, Fred C. Trump, which he used to grow his own empire. “I built what I built myself,” he has claimed. “I did it by working long hours, and working hard and working smart.”

It’s an interesting interpretation of “myself”: A New York Times investigation in October reported that, instead, Trump has received at least $413 million from his father’s businesses over the course of his life. “By age 3, Mr. Trump was earning $200,000 a year in today’s dollars from his father’s empire. He was a millionaire by age 8. By the time he was 17, his father had given him part ownership of a 52-unit apartment building,” reporters David Barstow, Susanne Craig, and Russ Buettner wrote. “Soon after Mr. Trump graduated from college, he was receiving the equivalent of $1 million a year from his father. The money increased with the years, to more than $5 million annually in his 40s and 50s.” The Times found 295 different streams of revenue Fred created to enrich his son — loans that weren’t repaid, three trust funds, shares in partnerships, lump-sum gifts — much of it further inflated by reducing how much went to the government. Donald and his siblings helped their parents dodge taxes with sham corporations, improper deductions, and undervalued assets, helping evade levies on gifts and inheritances.

If you’re rich, you must have worked hard. You must be someone to emulate. Maybe you should even be president.

Even the money that was made squarely owed a debt to the government. Fred Trump nimbly rode the rising wave of federal spending on housing that began with the New Deal and continued with the G.I. Bill. “Fred Trump would become a millionaire many times over by making himself one of the nation’s largest recipients of cheap government-backed building loans,” the Times reported. Donald carried on this tradition of milking government subsidies to accumulate fortunes. He obtained at least $885 million in perfectly legal grants, subsidies, and tax breaks from New York to build his real estate business.

Someone could have taken this largesse and worked hard to grow it into something more, but Donald Trump was not that someone. Much of his fortune comes not from the down and dirty work of running businesses, but from slapping his name on everything from golf courses to steaks. Many of these deals entail merely licensing his name while a developer actually runs things. And as president, he still doesn’t seem inclined to clock much time doing actual work.

That hasn’t stopped him from putting work at the center of his administration’s poverty-related policies. In the White House Council of Economic Advisers’ lengthy tome, it argued for adding work requirements to a new universe of public benefits. These requirements, which up until the Trump administration only existed for direct cash assistance and food stamps, require a recipient not just to put in a certain number of hours at a job or some other qualifying activity, but to amass paperwork to prove those hours each month. The CEA report is focused, supposedly, on “the importance and dignity of work.” But the benefits of engaging in labor are only deemed important for a particular population: “welfare recipients who society expects to work.” Over and over, it takes for granted that our country only expects the poorest to work in order to prove themselves worthy of government funds, specifically targeting those who get food stamps to feed their families, housing assistance to keep roofs over their heads, and Medicaid to stay healthy.

* * *

The report doesn’t just represent an ethos in the administration; it was also a justification for concrete actions it had already taken and more it would soon roll out. Last April, Trump signed an executive order that ordered federal agencies to review public assistance programs in order to see if they could impose work requirements unilaterally to “ensure that they are consistent with principles that are central to the American spirit — work, free enterprise, and safeguarding human and economic resources,” as the document states, while also “reserving public assistance programs for those who are truly in need.”

The administration has also pushed forward on its own. In 2017, it announced that states could apply for waivers that would allow them to implement work requirements in Medicaid for the first time, and so far more than a dozen states have taken it up on the offer, with Arkansas’s rule in effect since June 2018. (It has now been halted by a federal judge.) In that state, Medicaid recipients had to spend 80 hours a month at work, school, or volunteering, and report those activities to the government in order to keep getting health insurance. And in April 2018, Housing and Urban Development Secretary Ben Carson unveiled a proposal to let housing authorities implement work requirements for public housing residents and rental assistance recipients. Trump pushed Congress to include more stringent work requirements in the food stamp program as it debated the most recent farm bill, arguing it would “get America back to work.” When that effort failed, the Agriculture Department turned around and proposed a rule to impose the requirements by itself.

These aren’t fiscal necessities — they’re crackdowns on the poor, justified by the idea that they should prove themselves worthy of the benefits that help them survive, that are not just cruel but out of step with real life. Most people who turn to public programs already work, and those who don’t often have good reason. More than 60 percent of people on Medicaid are working. They remain on Medicaid because their pay isn’t enough to keep them out of poverty, and many of the low-wage jobs they work don’t offer health insurance they can afford. Of those not working, most either have a physical impairment or conflicting responsibilities like school or caregiving.

Enrollment in food stamps tells the same story. Among the “work-capable” adults on food stamps, about two thirds work at some point during the year, while 84 percent live in a household where someone works. But low-wage work is often chaotic and unpredictable. Recipients are more likely to turn to food stamps during a spell of unemployment or too few hours, then stop when they resume steadier employment. Many of those who are supposedly capable of work but don’t have a job have a health barrier or live with someone who has one; they’re in school, they’re caring for family, or they just can’t find work in their community.

Work requirements, then, fail to account for the reality of poor people’s lives. It’s not that there’s a widespread lack of work ethic among people who earn the least, but that there’s a lack of steady pay and consistent opportunities that allow someone to sustain herself and her family without assistance. We also know work requirements just don’t work. They’ve existed in the Temporary Assistance for Needy Families cash-assistance program for decades, yet they don’t help people find meaningful, lasting work; instead they serve as a way to shove them out of programs they desperately need. The result is more poverty, not more jobs.

If this country were so concerned about helping people who might face barriers to working get jobs, we might not be the second-lowest among OECD member countries by percentage of GDP spent on labor-market programs like job-search assistance or retraining. The poor in particular face barriers like affordable childcare and reliable transportation, and could use education or training to reach for better-paid, more meaningful work. But we do little to extend these supports. Instead, we chastise them for not pulling on their frayed bootstraps hard enough.

We also seem content with the notion that a person who doesn’t work — either out of inability or refusal — doesn’t deserve the building blocks of staying alive. The programs Trump is targeting, after all, are about basic needs: housing to stay safe from the elements, food to keep from going hungry, healthcare to receive treatment and avoid dying of neglect. Even if it were true that there was a horde of poor people refusing to work, do we want to condemn them to starvation and likely death? In one of the world’s richest countries, do we really balk at spending money on keeping our people — even lazy ones — alive?

We also know work requirements just don’t work. They’ve existed in the Temporary Assistance for Needy Families cash-assistance program for decades, yet they don’t help people find meaningful, lasting work; instead they serve as a way to shove them out of programs they desperately need. The result is more poverty, not more jobs.

Plenty of other countries don’t do so. Single mothers experience higher rates of destitution than coupled parents or people without children all over the world. But the higher poverty rate in the U.S. as compared to other developed countries isn’t because we have more single mothers; instead, it’s because we do so little to help them. Compare us to Denmark, which gives parents unconditional cash benefits for each of their children regardless of whether or how much they work, on top of generously subsidizing childcare, offering universal health coverage, and guaranteeing paid leave. It’s no coincidence that they also have a lower poverty rate, both generally and for single mothers specifically. A recent examination of poverty across countries found that children are at higher risk in the U.S because we have a sparse social safety net that’s so closely tied to demanding that people work. It makes us an international outlier, the world’s miser that only opens a clenched fist to the poor if they’re willing to demonstrate their worthiness first.

Here, too, America’s history of slavery and ongoing racism rears its head. According to a trio of renowned economists, we don’t have a European-style social safety net because “racial animosity in the U.S. makes redistribution to the poor, who are disproportionately black, unappealing to many voters.” White people turn against funding public benefit programs when they feel their racial status threatened, particularly benefits they (falsely) believe mainly accrue to black people. The black poor are seen as the most undeserving of help and most in need of proving their worthiness to get it. States with larger percentages of black residents, for example, focus less on TANF’s goal of providing cash to the needy and have stingier benefits with higher hurdles to enrollment.

* * *

The CEA’s report on work requirements claimed that being an adult who doesn’t work is particularly prevalent among “those living in low-income households.” But that’s debatable. The more income someone has, the less likely he is to be getting it from wages. In 2012, those earning less than $25,000 a year made nearly three quarters of that money from a job. Those making more than $10 million, on the other hand, made about half of their money from capital gains — in other words, returns on investments. The bottom half of the country has, on average, just $826 in income from capital investments each; the average for those in the top 1 percent is more than $16 million.

The richest are the least likely to have their money come from hard labor — yet there’s no moral panic over whether they’re coddled or lacking in self reliance. Instead, government benefits help the rich protect and grow idle wealth. Capital gains and dividends are taxed at a lower rate than regular salaried income. Inheritances were taxed at an average rate of 4 percent in 2009, compared to the average rate of 18 percent for money earned by working and saving. When investments are bequeathed, the recipient owes no taxes on any asset appreciation.


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In fact, government tax benefits that increase people’s take-home money at the expense of what the government collects for its own coffers overwhelmingly benefit the rich over the poor (or even the middle class). More than 60 percent of the roughly $900 billion in annual tax expenditures goes to the richest 20 percent of American families. That figure dwarfs what the government expends on many public benefit programs. The government spends more than three times as much on tax subsidies for homeowners, mostly captured by the well-to-do, than it does on rental assistance for the poor. The three benefit programs the Trump administration is concerned with — Medicaid, food stamps, and housing assistance — come to about $705 billion in combined spending.

While the administration has been concerned with what it can do to compel the poor to work, it’s handed out more largesse to the idle rich. Its signature tax-cut package, the Tax Cuts and Jobs Act, offered an extra cut for so-called “pass-through” businesses, like law or real estate firms. But the fine print included a wrinkle: If someone is considered actively involved in his pass-through business, only 30 percent of his earnings could qualify for the new discount. If someone is passively involved, however — a shareholder who doesn’t do much about the day-to-day work of the company — then he gets 100 percent of the new benefit.

Then there’s the law’s significant lowering of the estate tax. The tax is levied on only the biggest, most valuable inheritances passed down from wealthy parent to newly wealthy child. Before the Republicans’ tax bill, only the richest 0.2 percent of estates had to pay the tax when fortunes changed hands. Now it’s just the richest 0.1 percent, or a mere 1,800 very wealthy families worth more than $22 million. The rest get to pass money to their heirs tax-free. Those who do pay it will be paying less when tax time comes due — $4.4 million less, to be exact.

Despite the Republican rhetoric that lowering the estate tax is about saving family farms, it’s really about allowing an aristocracy to calcify — one in which rich parents ensure their children are rich before they lift a single finger in work. As those heirs receive their fortunes, they also receive the blessing that comes with riches: the halo of success and, therefore, deservedness without having to work to prove it. Yet there’s evidence that increasing taxes on inheritances has the potentially salutary effect of getting heirs to work more. The more their inheritances are taxed, the more they end up paying in labor taxes — evidence that they’re working harder for their livings, not just coasting on generational wealth. Perhaps our tax code could encourage rich heirs to experience the dignity of work.

* * *

Trump’s CEA report is accurate about at least one thing: Our country has a history of only offering public benefits to the poor either deemed worthy through their work or exempt through old age or disability. An outlier was the Aid to Families with Dependent Children program, which became Temporary Assistance for Needy Families after Bill Clinton signed welfare reform into law in the ’90s. But the 1996 transformation of the program took what was a promise of cash for poor mothers and changed it into an obstacle course of proving a mother’s worth before she can get anywhere close to a check. It paved the way for the current administration’s obsession with work requirements.

Largesse for the rich, on the other hand, has rarely included such tests. No one has been made to pee in a cup for tax breaks on their mortgages, which cost as much as the food stamp program but overwhelmingly benefit families that earn more than $100,000. No one has had to prove a certain number of work hours to get a lower tax rate on investment income or an inheritance. They get that discount on their money without having to do any work at all.

We haven’t always been so extreme in our dichotomous treatment of the rich and poor; throughout the 1940s, ’50s, and ’60s, we coupled high marginal taxes on the wealthy with a minimum wage that ensured that people who put in full-time work could rise out of poverty. The estate tax has been as high as 77 percent. As Dutch historian Rutger Bregman recently told an audience of the ultrawealthy at Davos, we’re living proof that high taxes can spread shared prosperity. “The United States, that’s where it has actually worked, in the 1950s, during Republican President Eisenhower,” he pointed out. “This is not rocket science.” It was during the same era that we also created significant anti-poverty programs such as Social Security, Medicare, and Medicaid. In fact, this country pioneered the idea of progressive taxation and has always had some form of tax on inheritance to avoid creating an aristocracy. But we’ve papered over that history as tax rates have cratered and poverty has climbed.

Instead, as Reaganomics and neoliberal ideas took hold of our politics, we turned back to the Horatio Alger myth that success is attained on an individual basis by hard work alone, and that riches are the proof of a dogged drive. Lower tax rates naturally follow under the theory that the rich should keep more of their deserved bounty. And if you’re poor, coming to the government seeking a helping hand up, you failed.

The country is due for a reckoning with our obsession with work. There are certainly financial and emotional benefits that come from having a job. But why are we only concerned with whether the poor reap those benefits? Is working ourselves to the bone the best signifier of our worth — and are there basic elements of life that we should guarantee regardless of work? It doesn’t mean dropping all emphasis on work ethic. But it does require a deeper examination of who we expect to work — and why.

* * *

Bryce Covert is an independent journalist writing about the economy and a contributing op-ed writer at The New York Times.

Editor: Michelle Weber
Fact checker: Ethan Chiel
Copy editor: Jacob Z. Gross   

How the Guardian Went Digital

Newscast Limited via AP Images

Alan Rusbridger | Breaking News | Farrar, Straus and Giroux | November 2018 | 31 minutes (6,239 words)

 

In 1993 some journalists began to be dimly aware of something clunkily referred to as “the information superhighway” but few had ever had reason to see it in action. At the start of 1995 only 491 newspapers were online worldwide: by June 1997 that had grown to some 3,600.

In the basement of the Guardian was a small team created by editor in chief Peter Preston — the Product Development Unit, or PDU. The inhabitants were young and enthusiastic. None of them were conventional journalists: I think the label might be “creatives.” Their job was to think of new things that would never occur to the largely middle-aged reporters and editors three floors up.

The team — eventually rebranding itself as the New Media Lab — started casting around for the next big thing. They decided it was the internet. The creatives had a PC actually capable of accessing the world wide web. They moved in hipper circles. And they started importing copies of a new magazine, Wired — the so-called Rolling Stone of technology — which had started publishing in San Francisco in 1993, along with the HotWired website. “Wired described the revolution,” it boasted. “HotWired was the revolution.” It was launched in the same month the Netscape team was beginning to assemble. Only 18 months later Netscape was worth billions of dollars. Things were moving that fast.

In time, the team in PDU made friends with three of the people associated with Wired. They were the founders, Louis Rossetto, and Jane Metcalfe; and the columnist Nicholas Negroponte, who was based at the Massachusetts Institute of Technology and who wrote mindblowing columns predicting such preposterous things as wristwatches which would “migrate from a mere timepiece today to a mobile command-and-control center tomorrow . . . an all-in-one, wrist-mounted TV, computer, and telephone.”

As if.

Both Rossetto and Negroponte were, in their different ways, prophets. Rossetto was a hot booking for TV talk shows, where he would explain to baffled hosts what the information superhighway meant. He’d tell them how smart the internet was, and how ethical. Sure, it was a “dissonance amplifier.” But it was also a “driver of the discussion” towards the real. You couldn’t mask the truth in this new world, because someone out there would weigh in with equal force. Mass media was one-way communication. The guy with the antenna could broadcast to billions, with no feedback loop. He could dominate. But on the internet every voice was going to be equal to every other voice.

“Everything you know is wrong,” he liked to say. “If you have a preconceived idea of how the world works, you’d better reconsider it.”

Negroponte, 50-something, East Coast gravitas to Rossetto’s Californian drawl, was working on a book, Being Digital, and was equally passionate in his evangelism. His mantra was to explain the difference between atoms — which make up the physical artifacts of the past — and bits, which travel at the speed of light and would be the future. “We are so unprepared for the world of bits . . . We’re going to be forced to think differently about everything.”

I bought the drinks and listened.

Over dinner in a North London restaurant, Negroponte started with convergence — the melting of all boundaries between TV, newspapers, magazines, and the internet into a single media experience — and moved on to the death of copyright, possibly the nation state itself. There would be virtual reality, speech recognition, personal computers with inbuilt cameras, personalized news. The entire economic model of information was about to fall apart. The audience would pull rather than wait for old media to push things as at present. Information and entertainment would be on demand. Overly hierarchical and status-conscious societies would rapidly erode. Time as we knew it would become meaningless — five hours of music would be delivered to you in less than five seconds. Distance would become irrelevant. A UK paper would be as accessible in New York as it was in London.

Writing 15 years later in the Observer, the critic John Naughton compared the begetter of the world wide web, Sir Tim Berners-Lee, with the seismic disruption five centuries earlier caused by the invention of movable type. Just as Gutenberg had no conception of his invention’s eventual influence on religion, science, systems of ideas, and democracy, so — in 2008 — “it will be decades before we have any real understanding of what Berners-Lee hath wrought.”

The entire economic model of information was about to fall apart.

And so I decided to go to America with the leader of the PDU team, Tony Ageh, and see the internet for myself. A 33-year-old “creative,” Ageh had had exactly one year’s experience in media — as an advertising copy chaser for The Home Organist magazine — before joining the Guardian. I took with me a copy of The Internet for Dummies. Thus armed, we set off to America for a four-day, four-city tour.

In Atlanta, we found the Atlanta Journal-Constitution (AJC), which was considered a thought leader in internet matters, having joined the Prodigy Internet Service, an online service offering subscribers information over dial-up 1,200 bit/second modems. After four months the internet service had 14,000 members, paying 10 cents a minute to access online banking, messaging, full webpage hosting and live share prices.

The AJC business plan envisaged building to 35,000 or 40,000 by year three. But that time, they calculated, they would be earning $3.3 million in subscription fees and $250,000 a year in advertising. “If it all goes to plan,’ David Scott, the publisher, Electronic Information Service, told us, ‘it’ll be making good money. If it goes any faster, this is a real business.”

We also met Michael Gordon, the managing editor. “The appeal to the management is, crudely, that it is so much cheaper than publishing a newspaper,” he said.

We wrote it down.

“We know there are around 100,000 people in Atlanta with PCs. There are, we think, about one million people wealthy enough to own them. Guys see them as a toy; women see them as a tool. The goldmine is going to be the content, which is why newspapers are so strongly placed to take advantage of this revolution. We’re out to maximize our revenue by selling our content any way we can. If we can sell it on CD-ROM or TV as well, so much the better.”

“Papers? People will go on wanting to read them, though it’s obviously much better for us if we can persuade them to print them in their own homes. They might come in customized editions. Edition 14B might be for females living with a certain income.”

It was heady stuff.

From Atlanta we hopped up to New York to see the Times’s online service, @Times. We found an operation consisting of an editor plus three staffers and four freelancers. The team had two PCs, costing around $4,000 each. The operation was confident, but small.

The @Times content was weighted heavily towards arts and leisure. The opening menus offered a panel with about 15 reviews of the latest films, theatre, music, and books – plus book reviews going back two years. The site offered the top 15 stories of the day, plus some sports news and business.

There was a discussion forum about movies, with 47 different subjects being debated by 235 individual subscribers. There was no archive due to the fact that — in one of the most notorious newspaper licensing cock-ups in history — the NYT in 1983 had given away all rights to its electronic archive (for all material more than 24 hours old) in perpetuity to Mead/Lexis.

That deal alone told you how nobody had any clue what was to come.

We sat down with Henry E. Scott, the group director of @Times. “Sound and moving pictures will be next. You can get them now. I thought about it the other day, when I wondered about seeing 30 seconds of The Age of Innocence. But then I realized it would take 90 minutes to download that and I could have seen more or less the whole movie in that time. That’s going to change.”

But Scott was doubtful about the lasting value of what they were doing — at least, in terms of news. “I can’t see this replacing the news- paper,” he said confidently. “People don’t read computers unless it pays them to, or there is some other pressing reason. I don’t think anyone reads a computer for pleasure. The San Jose Mercury [News] has put the whole newspaper online. We don’t think that’s very sensible. It doesn’t make sense to offer the entire newspaper electronically.”

We wrote it all down.

“I can’t see the point of news on-screen. If I want to know about a breaking story I turn on the TV or the radio. I think we should only do what we can do better than in print. If it’s inferior than the print version there’s no point in doing it.”

Was there a business plan? Not in Scott’s mind. “There’s no way you can make money out of it if you are using someone else’s server. I think the LA Times expects to start making money in about three years’ time. We’re treating it more as an R & D project.”


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From New York we flitted over to Chicago to see what the Tribune was up to. In its 36-storey Art Deco building — a spectacular monument to institutional self-esteem — we found a team of four editorial and four marketing people working on a digital service, with the digital unit situated in the middle of the newsroom. The marketeers were beyond excited about the prospect of being able to show houses or cars for sale and arranged a demonstration. We were excited, too, even if the pictures were slow and cumbersome to download.

We met Joe Leonard, associate editor. “We’re not looking at Chicago Online as a money maker. We’ve no plans even to break even at this stage. My view is simply that I’m not yet sure where I’m going, but I’m on the boat, in the water — and I’m ahead of the guy who is still standing on the pier.”

Reach before revenue.

Finally we headed off to Boulder, Colorado, in the foothills of the Rockies, where Knight Ridder had a team working on their vision of the newspaper of tomorrow. The big idea was, essentially, what would become the iPad — only the team in Boulder hadn’t got much further than making an A4 block of wood with a “front page” stuck on it. The 50-something director of the research centre, Roger Fidler, thought the technology capable of realizing his dream of a ‘personal information appliance’ was a couple of years off.

Tony and I had filled several notebooks. We were by now beyond tired and talked little over a final meal in an Italian restaurant beneath the Rocky Mountains.

We had come. We had seen the internet. We were conquered.

* * *

Looking back from the safe distance of nearly 25 years, it’s easy to mock the fumbling, wildly wrong predictions about where this new beast was going to take the news industry. We had met navigators and pioneers. They could dimly glimpse where the future lay. Not one of them had any idea how to make a dime out of it, but at the same time they intuitively sensed that it would be more reckless not to experiment. It seemed reasonable to assume that — if they could be persuaded to take the internet seriously — their companies would dominate in this new world, as they had in the old world.

We were no different. After just four days it seemed blindingly obvious that the future of information would be mainly digital. Plain old words on paper — delivered expensively by essentially Victorian production and distribution methods — couldn’t, in the end, compete. The future would be more interactive, more image-driven, more immediate. That was clear. But how on earth could you graft a digital mindset and processes onto the stately ocean liner of print? How could you convince anyone that this should be a priority when no one had yet worked out how to make any money out of it? The change, and therefore the threat, was likely to happen rapidly and maybe violently. How quickly could we make a start? Or was this something that would be done to us?

In a note for Peter Preston on our return I wrote, “The internet is fascinating, intoxicating . . . it is also crowded out with bores, nutters, fanatics and middle managers from Minnesota who want the world to see their home page and CV. It’s a cacophony, a jungle. There’s too much information out there. We’re all overloaded. You want someone you trust to fillet it, edit it and make sense of it for you. That’s what we do. It’s an opportunity.”

Looking back from the safe distance of nearly 25 years, it’s easy to mock the fumbling, wildly wrong predictions about where this new beast was going to take the news industry.

I spent the next year trying to learn more and then the calendar clicked on to 1995 — The Year the Future Began, at least according to a recent book by the cultural historian W. Joseph Campbell, who used the phrase as his book title twenty years later. It was the year Amazon.com, eBay, Craigslist, and Match.com established their presence online. Microsoft spent $300m launching Windows 95 with weeks of marketing hype, spending millions for the rights to the Rolling Stones hit “Start Me Up,” which became the anthem for the Windows 95 launch.

Cyberspace — as the cyber dystopian Evgeny Morozov recalled, looking back on that period — felt like space itself. “The idea of exploring cyberspace as virgin territory, not yet colonized by governments and corporations, was romantic; that romanticism was even reflected in the names of early browsers (‘Internet Explorer,’ ‘Netscape Navigator’).”

But, as Campbell was to reflect, “no industry in 1995 was as ill-prepared for the digital age, or more inclined to pooh-pooh the disruptive potential of the Internet and World Wide Web, than the news business.” It suffered from what he called “innovation blindness” — “an inability, or a disinclination to anticipate and understand the consequences of new media technology.”

1995 was, then, the year the future began. It happened also to be the year in which I became editor of the Guardian.

* * *

I was 41 and had not, until very recently, really imagined this turn of events. My journalism career took a traditional enough path. A few years reporting; four years writing a daily diary column; a stint as a feature writer — home and abroad. In 1986 I left the Guardian to be the Observer’s television critic. When I rejoined the Guardian I was diverted towards a route of editing — launching the paper’s Saturday magazine followed by a daily tabloid features section and moving to be deputy editor in 1993. Peter Preston — unshowy, grittily obstinate, brilliantly strategic — looked as if he would carry on editing for years to come. It was a complete surprise when he took me to the basement of the resolutely unfashionable Italian restaurant in Clerkenwell he favored, to tell me he had decided to call it a day.

On most papers the proprietor or chief executive would find an editor and take him or her out to lunch to do the deal. On the Guardian — at least according to tradition dating back to the mid-70s — the Scott Trust made the decision after balloting the staff, a process that involved manifestos, pub hustings, and even, by some candidates, a little frowned-on campaigning.

I supposed I should run for the job. My mission statement said I wanted to boost investigative reporting and get serious about digital. It was, I fear, a bit Utopian. I doubt much of it impressed the would-be electorate. British journalists are programmed to skepticism about idealistic statements concerning their trade. Nevertheless, I won the popular vote and was confirmed by the Scott Trust after an interview in which I failed to impress at least one Trustee with my sketchy knowledge of European politics. We all went off for a drink in the pub round the back of the office. A month later I was editing.

“Fleet Street,” as the UK press was collectively called, was having a torrid time, not least because the biggest beast in the jungle, Rupert Murdoch, had launched a prolonged price war that was playing havoc with the economics of publishing. His pockets were so deep he could afford to slash the price of The Times almost indefinitely — especially if it forced others out of business.

Reach before revenue — as it wasn’t known then.

The newest kid on the block, the Independent, was suffering the most. To their eyes, Murdoch was behaving in a predatory way. We calculated the Independent titles were losing around £42 million (nearly £80 million in today’s money). Murdoch’s Times, by contrast, had seen its sales rocket 80 per cent by cutting its cover prices to below what it cost to print and distribute. The circulation gains had come at a cost — about £38 million in lost sales revenue. But Murdoch’s TV business, BSkyB, was making booming profits and the Sun continued to throw off huge amounts of cash. He could be patient.

But how on earth could you graft a digital mindset and processes onto the stately ocean liner of print.

The Telegraph had been hit hard — losing £45 million in circulation revenues through cutting the cover price by 18 pence. The end of the price war left it slowly clawing back lost momentum, but it was still £23 million adrift of where it had been the previous year. Murdoch — as so often — had done something bold and aggressive. Good for him, not so good for the rest of us. Everyone was tightening their belts in different ways. The Independent effectively gave up on Scotland. The Guardian saved a million a year in newsprint costs by shaving half an inch off the width of the paper.

The Guardian, by not getting into the price war, had “saved” around £37 million it would otherwise have lost. But its circulation had been dented by about 10,000 readers a day. Moreover, the average age of the Guardian reader was 43 — something that pre-occupied us rather a lot. We were in danger of having a readership too old for the job advertisements we carried.

Though the Guardian itself was profitable, the newspaper division was losing nearly £12 million (north of £21 million today). The losses were mainly due to the sister Sunday title, the Observer, which the Scott Trust had purchased as a defensive move against the Independent in 1993. The Sunday title had a distinguished history, but was hemorrhaging cash: £11 million losses.

Everything we had seen in America had to be put on hold for a while. The commercial side of the business never stopped reminding us that only three percent of households owned a PC and a modem.

* * *

But the digital germ was there. My love of gadgets had not extended to understanding how computers actually worked, so I commissioned a colleague to write a report telling me, in language I could understand, how our computers measured up against what the future would demand. The Atex system we had installed in 1987 gave everyone a dumb terminal on their desk — little more than a basic word processor. It couldn’t connect to the internet, though there was a rudimentary internal messaging system. There was no word count or spellchecker and storage space was limited. It could not be used with floppy disks or CD-ROMs. Within eight years of purchase it was already a dinosaur.

There was one internet connection in the newsroom, though most reporters were unaware of it. It was rumored that downstairs a bloke called Paul in IT had a Mac connected to the internet through a dial-up modem. Otherwise we were sealed off from the outside world.

Some of these journalist geeks began to invent Heath Robinson solutions to make the inadequate kit in Farringdon Road to do the things we wanted in order to produce a technology website online. Tom Standage — he later became deputy editor of the Economist, but then was a freelance tech writer — wrote some scripts to take articles out of Atex and format them into HTML so they could be moved onto the modest Mac web server — our first content management system, if you like. If too many people wanted to read this tech system at once the system crashed. So Standage and the site’s editor, Azeem Azhar, would take it in turns sitting in the server room in the basement of the building rebooting the machines by hand — unplugging them and physically moving the internet cables from one machine to another.

What would the future look like? We imagined personalized editions, even if we had not the faintest clue how to produce them. We guessed that readers might print off copies of the Guardian in their homes — and even toyed with the idea of buying every reader a printer. There were glimmers of financial hope. Our readers were spending £56 million a year buying the Guardian but we retained none of it: the money went on paper and distribution. In the back of our minds we ran calculations about how the economics of newspapers would change if we could save ourselves the £56 million a year “old world” cost.

By March 1996, ideas we’d hatched in the summer of 1995 to graft the paper onto an entirely different medium were already out of date. That was a harbinger of the future.

On top of editing, the legal entanglements sometimes felt like a full-time job on their own. Trying to engineer a digital future for the Guardian felt like a third job. There were somehow always more urgent issues. By March 1996, ideas we’d hatched in the summer of 1995 to graft the paper onto an entirely different medium were already out of date. That was a harbinger of the future. No plans in the new world lasted very long.

It was now apparent that we couldn’t get away with publishing selective parts of the Guardian online. Other newspapers had shot that fox by pushing out everything. We were learning about the connectedness of the web — and the IT team tentatively suggested that we might use some “offsite links” to other versions of the same story to save ourselves the need to write our own version of everything. This later became the mantra of the City University of New York (CUNY) digital guru Jeff Jarvis — “Do what you do best, and link to the rest.”

We began to grapple with numerous basic questions about the new waters into which we were gingerly dipping our toes.

Important question: Should we charge?

The Times and the Telegraph were both free online. A March 1996 memo from Bill Thompson, a developer who had joined the Guardian from Pipex, ruled it out:

I do not believe the UK internet community would pay to read an online edition of a UK newspaper. They may pay to look at an archive, but I would not support any attempt to make the Guardian a subscription service online . . . It would take us down a dangerous path.

In fact, I believe that the real value from an online edition will come from the increased contact it brings with our readers: online newspapers can track their readership in a way that print products never can, and the online reader can be a valuable commodity in their own right, even if they pay nothing for the privilege.

Thompson was prescient about how the overall digital economy would work — at least for players with infinitely larger scale and vastly more sophisticated technology.

What time of day should we publish?

The electronic Telegraph was published at 8 a.m. each day — mainly because of its print production methods. The Times, more automated, was available as soon as the presses started rolling. The Guardian started making some copy available from first edition through to the early hours. It would, we were advised, be fraught with difficulties to publish stories at the same time they were ready for the press.

Why were we doing it anyway?

Thompson saw the dangers of cannibalization, that readers would stop buying the paper if they could read it for free online. It could be seen as a form of marketing. His memo seemed ambivalent as to whether we should venture into this new world at all:

The Guardian excels in presenting information in an attractive easy to use and easy to navigate form. It is called a “broadsheet newspaper.” If we try to put the newspaper on-line (as the Times has done) then we will just end up using a new medium to do badly what an old medium does well. The key question is whether to make the Guardian a website, with all that entails in terms of production, links, structure, navigational aids etc. In summer 1995 we decided that we would not do this.

But was that still right a year later? By now we had the innovation team — PDU — still in the basement of one building in Farringdon Road, and another team in a Victorian loft building across the way in Ray Street. We were, at the margins, beginning to pick up some interesting fringe figures who knew something about computers, if not journalism. But none of this was yet pulling together into a coherent picture of what a digital Guardian might look like.

An 89-page business plan drawn up in October 1996 made it plain where the priorities lay: print.

We wanted to keep growing the Guardian circulation — aiming a modest increase to 415,000 by March 2000 — which would make us the ninth-biggest paper in the UK — with the Observer aiming for 560,000 with the aid of additional sections. A modest investment of £200,000 a year in digital was dwarfed by an additional £6 million cash injection into the Observer, spread over three years.

As for “on-line services” (we were still hyphenating it) we did want “a leading-edge presence” (whatever that meant), but essentially we thought we had to be there because we had to be there. By being there we would learn and innovate and — surely? — there were bound to be commercial opportunities along the road. It wasn’t clear what.

We decided we might usefully take broadcasting, rather than print, as a model — emulating its “immediacy, movement searchability and layering.”

If this sounded as if we were a bit at sea, we were. We hadn’t published much digitally to this point. We had taken half a dozen meaty issues — including parliamentary sleaze, and a feature on how we had continued to publish on the night our printing presses had been blown up by the IRA — and turned them into special reports.

It is a tribute to our commercial colleagues that they managed to pull in the thick end of half a million pounds to build these websites. Other companies’ marketing directors were presumably like ours — anxious about the youth market and keen for their brands to feel “cool.” In corporate Britain in 1996, there was nothing much cooler than the internet, even if not many people had it, knew where to find it or understood what to do with it.

* * *

The absence of a controlling owner meant we could run the Guardian in a slightly different way from some papers. Each day began with a morning conference open to anyone on the staff. In the old Farringdon Road office, it was held around two long narrow tables in the editor’s office — perhaps 30 or 40 people sitting or standing. When we moved to our new offices at Kings Place, near Kings Cross in North London, we created a room that was, at least theoretically, less hierarchical: a horseshoe of low yellow sofas with a further row of stools at the back. In this room would assemble a group of journalists, tech developers and some visitors from the commercial departments every morning at about 10 a.m. If it was a quiet news day we might expect 30 or so. On big news days, or with an invited guest, we could host anything up to 100.

A former Daily Mail journalist, attending his first morning conference, muttered to a colleague in the newsroom that it was like Start the Week — a Monday morning BBC radio discussion program. All talk and no instructions. In a way, he was right: It was difficult, in conventional financial or efficiency terms, to justify 50 to 60 employees stopping work to gather together each morning for anything between 25 and 50 minutes. No stories were written during this period, no content generated.

But something else happened at these daily gatherings. Ideas emerged and were kicked around. Commissioning editors would pounce on contributors and ask them to write the thing they’d just voiced. The editorial line of the paper was heavily influenced, and sometimes changed, by the arguments we had. The youngest member of staff would be in the same room as the oldest: They would be part of a common discussion around news. By a form of accretion and osmosis an idea of the Guardian was jointly nourished, shared, handed down, and crafted day by day.

You might love the Guardian or despise it, but it had a definite sense of what it believed in and what its journalism was.

It led to a very strong culture. You might love the Guardian or despise it, but it had a definite sense of what it believed in and what its journalism was. It could sometimes feel an intimidating meeting — even for, or especially for, the editor. The culture was intended to be one of challenge: If we’d made a wrong decision, or slipped up factually or tonally, someone would speak up and demand an answer. But challenge was different from blame: It was not a meeting for dressing downs or bollockings. If someone had made an error the previous day we’d have a post-mortem or unpleasant conversation outside the room. We’d encourage people to want to contribute to this forum, not make them fear disapproval or denunciation.

There was a downside to this. It could, and sometimes did, lead to a form of group-think. However herbivorous the culture we tried to nurture, I was conscious of some staff members who felt awkward about expressing views outside what we hoped was a  fairly broad consensus. But, more often, there would be a good discussion on two or three of the main issues of the day. We encouraged specialists or outside visitors to come in and discuss breaking stories. Leader writers could gauge the temperature of the paper before penning an editorial. And, from time to time, there would be the opposite of consensus: Individuals, factions, or groups would come and demand we change our line on Russia, bombing in Bosnia; intervention in Syria; Israel, blood sports, or the Labor leadership.

The point was this: that the Guardian was not one editor’s plaything or megaphone. It emerged from a common conversation — and was open to internal challenge when editorial staff felt uneasy about aspects of our journalism or culture.

* * *

Within two years — slightly uncomfortable at the power I had acquired as editor — I gave some away. I wanted to make correction a natural part of the journalistic process, not a bitterly contested post-publication battleground designed to be as difficult as possible.

We created a new role on the Guardian: a readers’ editor. He or she would be the first port of call for anyone wanting to complain about anything we did or wrote. The readers’ editor would have daily space in the paper — off-limits to the editor — to correct or clarify anything and would also have a weekly column to raise broader issues of concern. It was written into the job description that the editor could not interfere. And the readers’ editor was given the security that he/she could not be removed by the editor, only by the Scott Trust.

On most papers editors had sat in judgment on themselves. They commissioned pieces, edited and published them — and then were supposed neutrally to assess whether their coverage had, in fact, been truthful, fair, and accurate. An editor might ask a colleague — usually a managing editor — to handle a complaint, but he/she was in charge from beginning to end. It was an autocracy. That mattered even more in an age when some journalism was moving away from mere reportage and observation to something closer to advocacy or, in some cases, outright pursuit.

Allowing even a few inches of your own newspaper to be beyond your direct command meant that your own judgments, actions, ethical standards and editorial decisions could be held up to scrutiny beyond your control. That, over time, was bound to change your journalism. Sunlight is the best disinfectant: that was the journalist-as-hero story we told about what we do. So why wouldn’t a bit of sunlight be good for us, too?

The first readers’ editor was Ian Mayes, a former arts and obituaries editor then in his late 50s. We felt the first person in the role needed to have been a journalist — and one who would command instant respect from a newsroom which otherwise might be somewhat resistant to having their work publicly critiqued or rebutted. There were tensions and some resentment, but Ian’s experience, fairness and flashes of humor eventually won most people round.

One or two of his early corrections convinced staff and readers alike that he had a light touch about the fallibility of journalists:

In our interview with Sir Jack Hayward, the chairman of Wolverhampton Wanderers, page 20, Sport, yesterday, we mistakenly attributed to him the following comment: “Our team was the worst in the First Division and I’m sure it’ll be the worst in the Premier League.” Sir Jack had just declined the offer of a hot drink. What he actually said was: “Our tea was the worst in the First Division and I’m sure it’ll be the worst in the Premier League.” Profuse apologies.

In an article about the adverse health effects of certain kinds of clothing, pages 8 and 9, G2, August 5, we omitted a decimal point when quoting a doctor on the optimum temperature of testicles. They should be 2.2 degrees Celsius below core body temperature, not 22 degrees lower.

But in his columns he was capable of asking tough questions about our editorial decisions —  often prompted by readers who had been unsettled by something we had done. Why had we used a shocking picture which included a corpse? Were we careful enough in our language around mental health or disability? Why so much bad language in the Guardian? Were we balanced in our views of the Kosovo conflict? Why were Guardian journalists so innumerate? Were we right to link to controversial websites?

In most cases Mayes didn’t come down on one side or another. He would often take readers’ concerns to the journalist involved and question them — sometimes doggedly — about their reasoning. We learned more about our readers through these interactions; and we hoped that Mayes’s writings, candidly explaining the workings of a newsroom, helped readers better understand our thinking and processes.

It was, I felt, good for us to be challenged in this way. Mayes was invaluable in helping devise systems for the “proper” way to correct the record. A world in which — to coin a phrase —  you were “never wrong for long” posed the question of whether you went in for what Mayes termed “invisible mending.” Some news organizations would quietly amend whatever it was that they had published in error, no questions asked. Mayes felt differently: The act of publication was something on the record. If you wished to correct the record, the correction should be visible.

But we had some inkling that the iron grip of centralized control that a newspaper represented was not going to last.

We were some years off the advent of social media, in which any error was likely to be pounced on in a thousand hostile tweets. But we had some inkling that the iron grip of centralized control that a newspaper represented was not going to last.

I found liberation in having created this new role. There were few things editors can enjoy less than the furious early morning phone call or email from the irate subject of their journalism. Either the complainant is wrong — in which case there is time wasted in heated self-justification; or they’re right, wholly or partially. Immediately you’re into remorseful calculations about saving face. If readers knew we honestly and rapidly — even immediately — owned up to our mistakes they should, in theory, trust us more. That was the David Broder theory, and I bought it. Readers certainly made full use of the readers’ editor’s existence. Within five years Mayes was dealing with around 10,000 calls, emails, and letters a year — leading to around 1,200 corrections, big and small. It’s not, I think, that we were any more error-prone than other papers. But if you win a reputation for openness, you’d better be ready to take it as seriously as your readers will.

Our journalism became better. If, as a journalist, you know there are a million sleuth-eyed editors out there waiting to leap on your tiniest mistake, it makes you more careful. It changes the tone of your writing. Our readers often know more than we do. That became a mantra of the new world, coined by the blogger and academic Dan Gillmor, in his 2004 book We the Media8 but it was already becoming evident in the late 1990s.

The act of creating a readers’ editor felt like a profound recognition of the changing nature of what we were engaged in. Journalism was not an infallible method guaranteed to result in something we would proclaim as The Truth — but a more flawed, tentative, iterative and interactive way of getting towards something truthful.

Admitting that felt both revolutionary and releasing.

***

Excerpted from Breaking News: The Remaking of Journalism and Why It Matters Now by Alan Rusbridger. Published Farrar, Straus and Giroux November 27, 2018. Copyright © 2018 by Alan Rusbridger. All rights reserved.

Longreads Editor: Aaron Gilbreath