Search Results for: innovation

We Could Have Had Electric Cars from the Very Beginning

An advertisement depicts a Baker Electric automobile, the Baker Queen Victoria, driven by a young woman, 1909. (Stock Montage/Getty Images)

Dan Albert | An excerpt adapted from Are We There Yet? : The American Automobile Past, Present, and Driverless | W. W. Norton & Co. | June 2019 | 25 minutes (6,750 words)

Most people reasonably expect the story of the evolution of the automobile to begin with the invention of the automobile itself. I’ve disappointed enough people in my life already, so I give you the Jesuit Rat Car of 1672. In that year, missionary Ferdinand Verbiest created a steam wagon to bring the Emperor of China to Jesus, but the car was only big enough to carry a rat.

If you don’t like the Jesuit Rat Car as an automotive first, you might consider Nicolas-Joseph Cugnot’s cannon hauler of 1769. A product of the French army’s skunk works, it was canceled in beta testing. In 1790, Nathan Read got the first American patent for a steam-powered wagon, a remarkable feat because the US Patent Office itself had yet to be invented. Perhaps that counts. In London, Richard Trevithick set a Georgian coach body atop a steam boiler and eight-foot wheels, creating the first giraffe-less carriage. In 1805, American Oliver Evans drove his harbor dredge, the Orukter Amphibolos, down the streets of Philadelphia in hopes of enticing investors for a car business. Philadelphia cobblestone street paving gave horses purchase but shook the Orukter so violently that the wheels broke. Let’s call his the first amphibious car. Read more…

Technology Is as Biased as Its Makers

"Patty Ramge appears dejected as she looks at her Ford Pinto." Bettmann / Getty

Lizzie O’Shea | an excerpt adapted from Future Histories: What Ada Lovelace, Tom Paine, and the Paris Commune Teach Us about Digital Technology | Verso | May 2019 | 30 minutes (8,211 words)

In the late spring of 1972, Lily Gray was driving her new Ford Pinto on a freeway in Los Angeles, and her thirteen-year-old neighbor, Richard Grimshaw, was in the passenger seat. The car stalled and was struck from behind at around 30 mph. The Pinto burst into flames, killing Gray and seriously injuring Grimshaw. He suffered permanent and disfiguring burns to his face and body, lost several fingers and required multiple surgeries.

Six years later, in Indiana, three teenaged girls died in a Ford Pinto that had been rammed from behind by a van. The body of the car reportedly collapsed “like an accordion,” trapping them inside. The fuel tank ruptured and ignited into a fireball.

Both incidents were the subject of legal proceedings, which now bookend the history of one of the greatest scandals in American consumer history. The claim, made in these cases and most famously in an exposé in Mother Jones by Mike Dowie in 1977, was that Ford had shown a callous recklessness for the lives of its customers. The weakness in the design of the Pinto — which made it susceptible to fuel leaks and hence fires — was known to the company. So too were the potential solutions to the problem. This included a number of possible design alterations, one of which was the insertion of a plastic buffer between the bumper and the fuel tank that would have cost around a dollar. For a variety of reasons, related to costs and the absence of rigorous safety regulations, Ford mass-produced the Pinto without the buffer.

Most galling, Dowie documented through internal memos how at one point the company prepared a cost-benefit analysis of the design process. Burn injuries and burn deaths were assigned a price ($67,000 and $200,000 respectively), and these prices were measured against the costs of implementing various options that could have improved the safety of the Pinto. It turned out to be a monumental miscalculation, but, that aside, the morality of this approach was what captured the public’s attention. “Ford knows the Pinto is a firetrap,” Dowie wrote, “yet it has paid out millions to settle damage suits out of court, and it is prepared to spend millions more lobbying against safety standards.” Read more…

After a Fashion

Vianney Le Caer / AP, Illustration by Homestead

Soraya Roberts | Longreads | May 2019 |  8 minutes (2,349 words)

Rufus: Models help people. They make them feel good about themselves.
Meekus: They also show them how to dress cool and wear their hair in interesting ways.
Zoolander: I guess so.

The schadenfreude was swift and it was sharp the moment the Met Gala announced this year’s theme: camp. “do you ever wake up in the middle of the night because you remembered the met ball is camp themed this year and so many celebrities are going to have to explain what they think camp is,” tweeted New Yorker fashion columnist Rachel Syme. The idea that the fashion industry, infamously out of touch, was not only bypassing urgent matters of the present to focus on the past, but that the past it chose is defined by its indefinability — Susan Sontag’s attempt, “Notes on Camp,” is a series of contradictions for a reason — was too delicious. We were all Divine, in drag, crouching next to that puli, waiting for that shit. And when Lady Gaga and Celine Dion showed up vamping their souls out, it was the perfect symbol of fashion’s near-constant missing of the mark even when it is the mark. Because camp, a lurid pink flourish on the margins of society, is at its core the opposite of what fashion has become: a sanitized institution that sets itself apart from the mess of our reality. “Without passion, one gets pseudo-Camp,” wrote Sontag, “what is merely decorative, safe, in a word, chic.”

The stars who seemed to intrinsically understand camp, from Danai Gurira to Natasha Lyonne, are familiar with the fringes of Hollywood. And it was a surprise to no one when Billy Porter — who made his name in Kinky Boots — arrived like the second coming of Tutankhamun, in head-to-toe gold, carried by a coterie of beefcakes. This is the man whose name few knew three months ago, whose style alone threw him to the top of the red carpet, above the old A-listers in the likes of Chanel and Valentino. Like Queer Eye’s Jonathan Van Ness, he is fashion precisely because he poses outside of it. Established fashion these days is a place where tradition trumps trendiness, and the biggest couturiers seem to be moving backward rather than forward. Prada, Gucci, Burberry, and Dolce & Gabbana, among others, have lately made missteps so basic it has become clear that being clueless is not the exception but the rule. “Fashion is old-fashioned,” says Van Dyk Lewis, who has worked as a designer and teaches fashion at Cornell University. “The clothes might be cool, but actually the sentiment of fashion in our moment isn’t.” Read more…

A Woman’s Work: The Inside Story

All artwork by Carolita Johnson.

Carolita Johnson | Longreads | April 2019 | 23 minutes (5,178 words)

The subject of my pre-doctoral studies was medieval nuns and their relationship to their menstrual cycles. Long story short: my theory was that this relationship was determined by the very real divide between the early Christians who favored either the Old Testament or the New Testament on the inherent “sinfulness” or absence thereof of the human body. The traditional, Old Testament attitude that menstruation made women “unclean” somehow prevailed. Fancy that. Call me crazy, but I had to believe that the way the Church, the Patriarchy, and all of society saw women’s bodily functions had an effect on women’s relationships with their bodies.

Stories of menstruating women ruining mirrors they looked into, or causing soufflés to fall, causing farm animals to miscarry, mayonnaise to “not take,” etc., and menstrual blood used as an ingredient in cures for leprosy or magic potions, were common. But even if they were all but forgotten by modern times, they merge easily into my being taught, in the 1980s, to call my period “The Curse.”

I’d noticed, in many hagiographies, that one of the first signs a woman might be a saint, besides experiencing ecstatic “visions,” was that she’d barely, if at all, need to eat or drink anymore, and her various bodily secretions would cease. I wondered if nuns might be using herbs, self-starvation, and/or physical exertion to put an end to their secretions, amongst which, their periods.

Compare this to how, in modern times, many women, including myself, would use The Pill without the classic 7-day pause in dosage to skip an inconveniently timed period. This pause was designed to give women on the Pill a “period” that was more symbolic than functional, almost more of a superstition, and totally unnecessary, medically speaking. Recent years have even seen the introduction of contraceptive pills actually designed to limit a woman to 0-4 periods a year — hormonally inducing amenorrhea, or absence of menstruation. There are times when women want to avoid having their periods, for example, during vacations, sports events (with the notable exception of Kiran Ganhi), honeymoons; in other words, times when we want to be at our best and free of physical impairments or, let’s be frank: free from the anxiety of being discovered menstruating. Some of us opt to be free from that anxiety year-round now. I think medieval nuns would have loved to have that option.

Read more…

Against Hustle: Jenny Odell Is Taking Her Time at the End of the World

"Orb of Ambivalence," Jenny Odell, digital print, 2017. "This print collects people from 1980s-era computer ads and catalog images. In the original image from which each person was taken, he or she was touching a computer, keyboard, or mouse."

Rebecca McCarthy | Longreads | April 2019 | 14 minutes (3,693 words)

“I almost got locked in here once,” Jenny Odell tells me as we step into a mausoleum. We’re at the Chapel of the Chimes, which sits at the base of Oakland’s sprawling Mountain View Cemetery. The chapel first opened in 1909, and was redesigned in 1928 by Julia Morgan (the architect of Hearst Castle) with Gothic flourishes that mirror the Alhambra in Spain — rooms are filled with glass bookshelves, marbled hallways spill out into courtyards, skylights abound, and once you’re inside it’s difficult to find your way out even if you, like Odell, come here on an almost weekly basis. The books that line the walls are not actually books, they are urns. It’s essentially a library of the dead — the acoustics are perfect and there’s no sound inside save for our footsteps. The Chapel used to keep cages of canaries scattered around, but people wouldn’t stop setting them free. Read more…

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

Choosing Amputation Over Pain

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Morgan Stickney was a US Olympic swimming hopeful — until uncontrollable pain after a seemingly innocuous foot injury forced her to consume opioids to the point where she could no longer focus on her studies. In this story at the New York Times, David Waldstein reports on how hope came out of tragedy: the ground-breaking leg amputation surgery Stickney had maintains the critical connection between muscles, nerves, and the brain that could allow for greater success with robotic limbs currently under development. The surgical research and breakthroughs were funded in part by the Stepping Strong Center for Trauma Innovation — an organization started by the family of Gillian Reny, one of the victims of the Boston Marathon bombings in 2013.

Named the Ewing amputation, after Jim Ewing, the initial patient, the procedure is thought to be the first significant change to amputations in hundreds of years, Carty said.

During standard below-the-knee amputations, the muscles in the back and front of the lower leg, which naturally work in tandem, are shorn of their connection. In the new procedure, Carty uses material from the discarded portion of the limb to reconnect those tissues and the nerves that serve them. Doing so preserves the natural connection of the two muscles and the communication with the brain, he said, and, in most cases so far, allows them to work in concert as before.

Carty said he had been thinking of a better way to do amputations when the Boston Marathon bombings occurred in 2013. He and his colleagues treated dozens of victims after the attack, many of whom required complex reconstruction of their lower limbs. The family of one of the victims that day, Gillian Reny, donated $2 million to establish the Stepping Strong Center for Trauma Innovation, which has helped finance Carty’s research, in collaboration with Hugh Herr, the M.I.T. scientist who is developing the robotic ankle and foot that Stickney and other amputees have tested in his lab. The Department of Defense has since provided an additional $6 million to help develop more sophisticated approaches to amputation.

Tony Stickney, Morgan’s father, initially opposed it, and even tried to dissuade his daughter as late as the day of the operation. But she was resolute.

“She wanted to be out of pain, and I didn’t know what else to do as a dad,” he said. “I knew we were losing her to the drugs. Dr. Carty’s surgery provided some hope.”

During the operation, Carty discovered that one of Stickney’s metatarsal bones — the five long bones in the foot — had died, probably as a result of the earlier staph infection. What he saw confirmed that any additional procedures to salvage the foot would have failed. Stickney’s decision to amputate only hastened the inevitable.

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Hanif Abdurraqib on Loving A Tribe Called Quest

Hanif Abdurraqib by Kate Sweeney / University of Texas Press

Jonny Auping  | Longreads | February 2019 | 20 minutes (5,266 words)

Hanif Abdurraqib claims that he “wasn’t interested in writing the definitive book on A Tribe Called Quest.” What he produced instead was much more powerful. Abdurraqib’s recently released book, Go Ahead In the Rain: Notes To A Tribe Called Quest, does provide a history of the revolutionary rap group, but more importantly it’s a memoir of listening and feeling, a deeply personal book unafraid to pair music criticism with intimate reflections.

A Tribe Called Quest debuted in 1990 with the album People’s Instinctive Travels and the Paths of Rhythm, an eclectic layering of samples produced by the group’s de facto leader, Q-Tip, and rhymed over with quirky stories and confident punch lines. Their first three albums, all released by 1993, are considered hip-hop canon and three of the most influential albums of the past 30 years across any genre.

A Tribe Called Quest’s 2016 comeback album seemed destined to debut amidst doomed circumstances. Phife Dawg, the group’s swaggering and quick-witted lyricist, had died of diabetes between the making of the album and it’s release. Three days before the album came out Donald Trump won a shocking presidential election. No singles had been released prior to We’ve Got it From Here…Thank You 4 Your Service, but it turned out to be powerful response to the politics of the time, a prophetic pushback against inequality, as well as a statement of the group’s place in popular culture. Pitchfork called the album, “the first time in their career that the entire group was at their peak.”

You could argue that Go Ahead In the Rain is the type of dream project that anyone who has ever felt immense fandom — or even love — for a particular music would want to write. It’s a tribute to a group, and who doesn’t enjoy explaining why their favorite should also be your favorite? But Abdurraqib earns the authority to actually pull it off, not just through his elegant writing but also by having the courage to use Tribe’s music to examine his own place in the world and reckon with what he discovered. Read more…

‘We Are All Responsible’: How #MeToo Rejects the Bystander Effect

CSA Archive / Getty, Collage by Katie Kosma

Soraya Roberts | Longreads | February 2019 | 8 minutes (2,357 words)

Halfway through Dirty John, the Bravo series based on the life of sociopathic con artist John Meehan, the titular character’s first wife, having discovered her husband of several years has been cheating and shooting up, meets one of his friends in a diner. Sitting stone-faced across from her husband’s grinning college buddy, she learns how “Dirty John” got his nickname through an ever-expanding laundry list of scams his classmates witnessed: being a “dog” with women, conning old people, credit card fraud, insurance fraud. She says nothing, but it’s clear from her face that she is getting progressively more enraged at this man for having repeatedly stood by and watched as the father of her children mistreated a succession of people. At one point, it seems to kind of dawn on the guy that the fruits of his failure to act might in fact be sitting right in front of him, so he issues a half-assed mea culpa: “I lived with him that year and we had good times, or whatever, but he never talked about things and I never asked.” Read more…

Three Decades of Cross-Cultural Utopianism in British Music Writing

Mick Jagger and Brian Jones reading a copy of Mersey Beat magazine in 1965. Mark and Colleen Hayward / Redferns / Getty

Mark Sinker | A Hidden Landscape Once a Week Strange Attractor Press | February 2019 | 32 minutes (6,436 words)

 

It was late 1986, and I was frustrated. I’d given up my day-job to dedicate myself full-time to writing, but I wasn’t getting much work, and what I did get was paying almost nothing. Only one title was giving me the freedom to find my voice — Richard Cook’s still-small monthly The Wire, where he was building a team of new young writers — and it paid worst of all. No surprise I wasn’t getting enough paid work: Mostly I wrote about free improvised music and the more intransigent offshoots of post-punk, but I’d also seen King Sunny Ade play at the Hammersmith Odeon in 1983, and fallen in love with West African pop, its dancing brightness and the strangeness of its vocal lines. Others were writing about it, no one very well. Or so I felt. I was young, and young often means arrogant. Two things had drawn me to the music-writing of that era, the weeklies in particular: its opinionated mischief-making humor, and the sense of young people travelling by touch, learning as they went — finding out about the wider world by throwing themselves out into that world. Master both, and there’s your recipe for professional success, I thought. I had a head full of ideas about what music should and shouldn’t be, and was intensely willing to argue about them.

The LP in front of me was Coming Home, debut release of a group of South African exiles under the collective name Kintone. Its quietly melodic afrojazz — with hints of Weather Report, but far less flashy — went right over my head that aggrieved autumn. I had come to hate jazz writing which damned musicians with bland praise, leaving readers swimming unconvinced in routinized tact. But re-listening now, 30 years on, I have to say I no longer hear what apparently so riled me then, when I scorned instrumental prowess and sneered at a cartoon idea of the meaning of fusion.

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