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The Terror of Being Awake

Photo by Pfree2014 via Wikimedia Commons (CC BY-SA 2.0)

When you’re under general anaesthesia, a good anaesthesiologist uses a combo of consciousness-dulling agents and neuromuscular blockers — one to put you to sleep and block pain sensations, one to paralyze you. What if the latter works but the former doesn’t? The stuff of horror movies. At Mosaic, David Robson explores research suggesting that up to 5 percent of surgical patients could experience pain during their procedures but be unable to communicate that to hospital staff, or even to remember the experience afterward.

This all makes anaesthesia as much art as science, and in the vast majority of cases, it works astonishingly well. More than 170 years after Morton’s public demonstration, anaesthetists across the world plunge millions of people each year into comas and then bring them out safely. This doesn’t just reduce patients’ immediate suffering; many of the most invasive lifesaving procedures would simply not be possible without good general anaesthesia.

But as with any medical procedure, there can be complicating factors. Some people may have a naturally higher threshold for anaesthesia, meaning that the drugs don’t reduce the brain’s activity enough to dim the light of consciousness.

In some cases, such as injuries involving heavy bleeding, an anaesthetist may be forced to use a lower dose of the anaesthetic for the patient’s own safety.

It may also be difficult to time the effects of the different drugs, to ensure that the so-called induction dose – which gets you to sleep – doesn’t fade before the maintenance dose – to keep you unconscious – kicks in.

In some situations, you might be able to raise or lower your limb, or even speak, to show the anaesthetic is not working before the surgeon picks up their scalpel. But if you have also been given neuromuscular blockers, that won’t be possible. The unfortunate result is that a small proportion of people may lie awake for part or all of their surgery without any ability to signal their distress.

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The Makeover Scene Gets a Makeover

Natalie Seery / Netflix, Allyson Riggs / Hulu, Richard Shotwell / Invision / AP

Soraya Roberts | Longreads | March 2019 | 8 minutes (2,283 words)

There’s a thing my psychiatrist likes to say in response to anyone who hints at the idea that they might one day be cured of whatever it is that makes them who they are: Weave your parachute every day; don’t wait until you need to jump out of the plane. It’s a paraphrased quote from Jon Kabat-Zinn, widely recognized as the father of mindfulness in the clinical sphere (this involves the secular meditation you get in a hospital as opposed to a yoga studio, though it is originally adapted from Buddhism). The program he developed in the ’70s, mindfulness-based stress reduction, is used for everything from pain and depression to what I have, which is severe anxiety. It’s kind of hard to explain what the program looks like practically, but basically, it’s rooted in meditation that cultivates awareness of your thoughts and your body, which ultimately allows you to choose your actions more deliberately. To an extent. Mindfulness doesn’t exactly alter how you think — a lot of shitty thoughts are just kind of automatic — and it doesn’t modify your fundamental personality. But it gives you a modicum of choice.

I’ve been doing this for five years and I will have to keep doing it until I’m dead. I’m not jazzed about it either. The point — and the point of that parachute quote — is that this is an ongoing, lifelong thing. It does not take three hours, it does not take a week. Those units of time may sound arbitrary but they refer to three recent examples of self-actualization presented as a switch, as something you can virtually just decide. Most notably, Shrill, the Hulu series adapted from Lindy West’s Shrill: Notes from a Loud Woman, in which Aidy Bryant plays a fat pushover who in six 30-minute episodes learns to stand up for herself. But also After Life, Ricky Gervais’s Netflix series — also made up of six 30-minute episodes — in which a grieving widower with no filter learns how to be happy again. And Queer Eye, the reboot that just returned to Netflix for a third season, which follows eight people learning how to love themselves … inside of a week. Read more…

Barely There

Getty / Collage by Katie Kosma

Jennifer Baker | Longreads | March 2019 | 16 minutes (4,059 words)

 

Before things begin, Eliza and I share the normal pleasantries on the way to her room. She takes her leave soon after we enter, granting me privacy while I undress. The room is equipped with familiar items: cotton balls/swabs, gauze, tongue depressors. Like in a doctor’s office, there’s a cushy table covered with paper for me to lie on. Unlike the office of a medical professional, there’s wax heating that’s azure in color, molasses in texture, along with a paper thong in the middle of the table. There’s also mood music. A kind of subdued instrumental flows in the air.

***

Nair is pungent and medicinal, reminding me of the funk of a relaxer but even more distinct. As hair started to grow on my prepubescent body I asked my mom if I could join in her regimen. Clad in t-shirts and underwear we smeared goo the color of cotton candy on our legs and sat on the edge of the bed making sure none of it got on the furniture. It was cold upon application, then began to tingle. After the designated wait time, we did an imitation of a penguin’s waddle to the bathroom for washcloths to wipe off the gunk. Each swipe removed most of the hair but left patches we attacked with more Nair before resuming the position.

Hair growth and removal seemed the threshold to cross toward adulthood. This wasn’t told to me so much as revealed in the shows I watched, the magazines I peeked at. To this day Nair’s trademark song from the eighties — “We wear short shorts” — echoes as subdued mockery in my head. Spotlight on glistening legs, trimmed bikini lines, armpits with no evidence of my burgeoning curly cues, becoming more noticeable. To see women with hair on their bodies was to see them in the real world, not the universe many of us observed, especially bookish, television indulgent children like myself. Most of my classmates, the women on TV, the girls in books who never mentioned shaving yet always wore skirts and had good (read: unblemished, glossy, smooth) skin. This pointed to my own inadequacy. The traces of my mom’s beauty routine littered around the sink and atop the dressers we shared were no longer meaningless, they morphed into tools.

Hair growth and removal seemed the threshold to cross toward adulthood. This wasn’t told to me so much as revealed in the shows I watched, the magazines I peeked at.

After the first Nair session I took a moment to really see myself. I twisted and posed taking in the sheen of my skin, the lack of stubble. It was the easiest of transitions; I felt more visible, more feminine. It was as if the sense of touch was enhanced so I could better feel fabric on my bare legs, be it cotton covers or faded denim. I strutted around with this newfound appreciation, arching my feet as though I wore heels. Further inspection led me to reckon with my budding breasts, the nipples imprinting my training bra. Evidence of the growth spurt that suddenly created intrigue, not just to me but my classmates who’d mock my chest by sticking pencils down their shirts, creating cone bras reminiscent of Madonna while exclaiming, “Look I’m Jennifer!”

My mom had her arsenal: cosmetics, wax strips and tweezers, manicures/pedicures, new hairstyles. She applied foundation on the hottest of days even though it dripped down the sides of her nose. She often held an already sienna-spotted napkin to wipe away additional perspiration. Sometimes, beyond Nair, I joined her in these efforts of perceived femininity.

Pubescence came fast. At 12 I saw, felt, and smelled the changes. Anxious though determined, I graduated from depilatories to disposable razors. I was cautious before becoming assured as I slid the blade against the grain. I hardened up to the cuts, quickly wiping blood away as I progressed. Yet, within a day stubble appeared. Add up all the time spent in the shower, on the edge of a tub, legs lifted higher than usual, hunched over a sink. Add up the razor pile in your trashcan from one or two (or the ill-advised 10 uses), the price increase every year for a new iteration of the same thing — double blade, then triple, now quadruple. But this was worth it, right? This was the expectation, the norm, the price?

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

A Rare Toy Heist, in a Galaxy Far, Far Away

Original Star Wars action figures at the Monroe County Local History Room in Sparta, Wis. (Peter Thomson/La Crosse Tribune via AP)

In the world of Star Wars memorabilia and toy collecting, one of the rarest collectibles is said to be a 1979 prototype action figure: a Boba “Rockett” Fett that came with a spring-loaded backpack that fired a plastic missile. But it was never released. After a child choked on another toy with a similar missile, toy company Kenner scrapped the design — but not before several of these original figures had already been made.

Today, an enthusiastic Star Wars fan community buys, sells, and collects “Lucasian memorabilia,” often going to great lengths to track down rare items. When Zach Tann got a text in 2017 from a fellow collector, Carl Cunningham, about purchasing this coveted Rocket Fett, things began to get fishy.

At Popular Mechanics, Alexander Huls recounts one of the biggest scandals in Star Wars collecting history.

Tann was one purchase away from a unicorn. The offer was too good to pass up, and Tann paid Cunningham the asking price. “I’d been working my butt off for four years, and I felt like, finally, I found my guy that’s going to hook me up with a lot of great stuff,” Tann says. “This is what every collector dreams of.”

Cunningham was away in California at the time but promised he’d get Tann his collectible once he returned home. But a little over a week later, Tann’s phone vibrated with another notification, this time a Facebook message from a friend.

The message contained a screenshot of a post on the forum Rebelscum.com, a popular Star Wars collector website. Titled “My Proto Rocket Fett was Stolen,” the post received over 26,000 views and shocked the community. “Man this is horrible. I could just imagine the gut wrenching feeling, the pitfall in your stomach. Wow. That is messed up,” said one typical reply.

The Rebelscum post was written by prominent Star Wars collector Philip Wise, whose 20,000-item collection is a place of pilgrimage for many Star Wars collectors. Wise detailed how his Rocket Fett prototype had been taken sometime in the last two weeks from his private Star Wars museum, where it was prominently on display. He made a plea: “If anybody should hear anything about a Fett like this floating around, please contact me.”

Wise’s words punched Tann in the stomach. Cunningham couldn’t be the thief, right? It wasn’t his Rocket Fett, was it?

Read the story

America’s Post-Frontier Hangover

'American Progress' (1872), by John Gast, depicts settlers moving west, guided and protected by a goddess-like figure and aided by technology (railways, telegraphs), driving Native Americans and bison into obscurity. (Fotosearch / Stringer/Getty)

Will Meyer | Longreads | March 2019 | 17 minutes (4,498 words)

In the small New England town where I live, Hadley, Massachusetts, the common lies a few miles from the mishmash of corporate chains that make up the town’s economic center. A quiet residential neighborhood surrounds the common. It is a grassy patch, left vacant most of the year, save for occasional festivals and craft fairs; open space to be utilized as needed, hardly disturbed otherwise. Adjacent to the college towns of Northampton and Amherst, not much happens in Hadley. I go for walks around my neighborhood most days and seldom run into many people. The common feels like an oasis, a fleeting yet contained sliver of vastness.

In 1995, the Hadley Historical Commission installed a plaque on the side of a rock, near the end of the common, between where it meets the main road and a paved rail trail. The plaque commemorates the “17th Century Palisade,” a wall that was “3 fingers thick and 8 feet high” in 1676, 100 years before the American revolution. The “fortification,” the plaque states, “was one mile long by 40 rods wide.” Most saliently, however, “Hadley was then a frontier outpost which felt threatened by Native American attack.” In other words, the settlers built a wall (around the corner from where I live now) both to assert their settlement and ward off perceived threats — namely the brown-skinned Other the United States was founded, at least partially, to pacify and remove. Read more…

The End of Poker Night

Illustration by Missy Chimovitz

Mindy Greenstein | Longreads | March 2019 | 17 minutes (4,228 words)

Poker Night was sacred in my family, even though the game couldn’t start until Motzei Shabbos — the departing of the sacred Sabbath. Arguments were as likely to break out in Yiddish — my first language — as English. Most players were Holocaust refugees residing in Brooklyn like my parents. The rest were American-born Jews, that is, the ones who “didn’t know from true suffering.” A group to which I belonged, as Ma often reminded me during my surly adolescent years. Most of the refugees were observant Orthodox Jews, like Dad. The rest were more likely to be irreligious, like Ma.

I was 6 years old in 1969, the year of my earliest poker memory. Shabbos had just ended and I had a plan. Ma had recently bought me a quilted light pink robe dotted with small dark pink and fuchsia flowers that I loved more than anything in the world. She’d taught me to loop the dark pink quilted belt asymmetrically on the left side of my waist, like the movie stars did, she said. I felt like Cinderella in that robe, or, more specifically, Leslie Anne Warren’s Cinderella from the movie. Maybe prettier, even. So entrancing that my parents and their poker buddies would forget to deal the first card.
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Jill the Ripper

Illustration by Lily Padula

Tori Telfer | Longreads | March 2019 | 16 minutes (4,226 words)

Before the Zodiac Killer named himself, before someone strangled poor JonBenét, before the Black Dahlia was sliced open, and before Tupac and Biggie were shot six months apart under eerily similar circumstances, someone was slinking through the slums of London, killing women.

This someone — a shadowy aichmomaniac, possibly wearing a bloody apron — left the women of the Whitechapel district in shocking disarray. Their intestines were thrown over their shoulders; cultish markings were carved into their cheeks. One of them was found without her heart. To most people who saw the crime scenes or read the papers, everything about this appeared to be the work of a man — the brutality, the strength, the misogyny. And so in 1888, when people started looking for the Ripper, they were looking for…well, for a Jack. Was he a mad doctor? A butcher? Queen Victoria’s weak-minded son? Everyone in Whitechapel found themselves peering nervously into the fog, wondering which normal-looking male passerby was actually a maniac.

Everyone, that is, except for a few lone voices, suggesting something totally radical: what if they should actually be looking for a Jill? Read more…

The Teen Idol Vanishes

Adam Scull / AP, Getty, Photo illustration by Katie Kosma

Soraya Roberts | Longreads | March 2019 | 8 minutes (2,230 words)

Dylan McKay was never quite there. In the physical sense — he would kind of just turn up out of nowhere on Beverly Hills, 90210, in random staircases or under random cars, and disappear just as fast — but also, like, existentially. He was supposed to be a high schooler, but you could never imagine him in class, getting bored, learning. He seemed to know everything there was to know anyway, even though he was only 17 — but he wasn’t really 17. He had this sort of aged face, with the eyebrow scar, the never-ending stacks of lines on his forehead, the throwback pompadour, the Homeric sideburns, and seemed to have the sexual history of a middle-aged playboy. Depending on the circumstances, he exuded the hard-partying past of a retired rock star or the bodhisattva-like wisdom of an ancient yogi. Even though he had supposedly hit puberty only four years ago.

All of this resulted in an otherworldly, ageless icon of adolescence that was impossible to grasp completely because of the way it constantly vacillated between poles — old and young, violent and gentle, smart and goofy, rich and poor, public and private. But Dylan McKay’s was the kind of mythic narrative that could only float along on a dearth of details, the holes filled in by our imaginations. By a pubescent girl, for instance, who thought the “Dylan” in her new class would be something like the Dylan at West Beverly only to find he was as acne-ridden and awkward as she was because he was an actual teenager. As opposed to Luke Perry, a 24-year-old actor whose biography was so elusive that Dylan McKay stood in for him, turning both of them into this perennial abstract symbol of romantic teenage-hood. Read more…

The Problem With Nostalgia

Sascha Kilmer/ Getty, Unsplash, Illustration by Katie Kosma

Michael Musto | Longreads | March 2019 | 8 minutes (2,048 words)

Nostalgia Isn’t What It Used To Be was the hilarious title of Oscar winning actress Simone Signoret’s memoir in 1978, and it’s truer than ever. Seeing the past through rose colored glasses is an increasingly myopic process, especially as technology makes giant strides forward and former modes of communication resound with an astounding obsolescence. As I handily crank out articles like this on my computer and shoot them to my editor via email, do you really think I miss the days when I had to type out a piece on a ratty Smith Corona, make changes with Wite-Out, scissors and Scotch tape, and then hand deliver the thing — sometimes in a blizzard or rain storm — to the publication, only to have to redo the whole process when a rewrite was required (after pre-Google fact-checking took up to an entire day)? Do you somehow assume that I long for a return to the time when I was terrified to leave the house because I could miss a business call? (In the ‘70s, answering machines were not prevalent and cell phones hadn’t yet been invented.) The time when I would regularly cut calls short — even with my own mother — for fear that someone more important, career-wise, might be trying to reach me? (There was no call waiting. You had to pray that anyone who’d gotten a busy signal would try again and again. And not talk too long.) Some survivors and observers longingly look back at eras like that as “a simpler time” and “a more personal moment,” but for a writer like me, it was actually a personal nightmare.
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