Search Results for: wired

Caught Between Borders

Illustration by Eric Chow

Malia Politzer | Annie Hylton | Longreads | June 2019 | 25 minutes (6,991 words)

 
The first time his father tried to kill him, Ismail* was 15 years old. By the time he turned 19, he had escaped four attempts on his life: Once, he was outside an asylum center in South Africa, where he’d hoped to find safety; other times he was in Somalia, the country from which he fled. His father was intent on killing him to protect the family’s “honor.” No matter where he went, it seemed, his father had enlisted Somali immigrants to mete out his execution. Ismail’s crime? He is gay.

Slender and tall, Ismail dresses sharply, favoring bright colors and tight cuts. He wears a signature mixture of ladies’ perfumes, and carries a silver-chain necklace and anklet in his backpack that he longs to wear but is too afraid to put on. From a young age, Ismail displayed traits that he said were “woman things” — his walk, the way he spoke, how he moved his hands — mannerisms that were not “normal” and provoked his father’s ire. His father forbade him from school and kept him under house arrest.

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Editors Roundtable: 170 Million Pieces of Trash Orbiting the Earth and No One Knows How to Use an Apostrophe (Podcast)

David McNew / Stringer / Getty Images

On our May 17, 2019 roundtable episode of the Longreads Podcast, Essays Editor Sari Botton, Audience Editor Catherine Cusick, and Senior Editor Krista Stevens share what they’ve been reading and nominate stories for the Weekly Top 5 Longreads.

This week, the editors discuss stories in Outside Magazine, Wired’s Backchannel, The New York Times Styles, and Longreads.


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00:20 “This Gen X Mess” (May 14, 2019, The New York Times

“We were in the digital stone age.” – Krista Stevens

This week’s New York Times Styles package on Generation X in 1994 inspired a wave of nostalgia.

Our editors discuss Alex Williams‘ piece on the impossibility of summing up an entire generation’s experiences in one label. (Caity Weaver‘s attempt at spending a week living with technology available in 1994 sends Sari down a memory lane of modems, payphones, and calling in her notes to the New York Times tape room.) They laugh at “The Rules,”a dating guide that looks to your grandma for advice, and discuss two more sections in the Gen X Styles package on John Singleton and Evan Dando.

12:30 “He Trots the Air” (Pam Houston, May 13, 2019, Outside Magazine)

“The first thing that I would caution about this piece is that you should not read it in a public space.” – Krista Stevens

The team discusses Pam Houston’s beautiful style in this personal essay about Houston’s 39-year-old horse, Roany, their quarter-century long bond, and having to say goodbye. We think we know family animals well — and that we have the power to delay when their time will come — but life makes its own decisions.

15:51The Curious History of Crap—From Space Junk to Actual Poop” (Ziya Tong, May 14, 2019, Wired)

This excerpt from Tong’s book The Reality Bubble: Blind Spots, Hidden Truths, and the Dangerous Illusions That Shape Our World, examines what, despite our propensity to record everything, we still don’t see: where our food comes from, where our energy comes from, and where our waste is going.

The team discusses some of the excerpt’s truth bombs, like how one person’s poop is enough to fertilize 200 kilograms of cereals per year, and how orbiting space garbage as small as a lens cap can hit a spacecraft like a grenade. Luckily, the piece also explores how we can repurpose some of humanity’s trash to our advantage.

22:24The Omen of the Wasps’ Nest” (Marlene Adelstein, May 2019, Longreads)

A collector of nests, Adelstein becomes fixated on a wasp nest as an omen, while her relationship and family nests deteriorate around her. 

24:10 Editor Q&A: Are you a reader or an editor first?

“If my internal editor doesn’t pipe in, is that a sign that something is good?”- Sari Botton

A behind-the-scenes look at whether the editor brain ever turns off, how editorial sensibilities are forever evolving, and a recommendation for Jenny Zhang’s Annotations newsletter, which deconstructs what works in popular articles.

* * *

Produced by Longreads and Charts & Leisure.

The Top 5 Longreads of the Week

Roberto Machado Noa / LightRocket via Getty Images

This week, we’re sharing stories from Drew Magary, Amy Wallace, Leif Reigstad, Pam Houston, and Ziya Tong.

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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…

This Is Why No One Answers the Phone Anymore

The hand set and computer control box of a phone bank system, Greenville, Ohio. (AP Photo/Skip Peterson)

Americans got 47.8 billion robocalls last year, many of them falsely claiming to be from well-known brands and sites like Marriott and Trip Advisor to get people to stay on the line. When Trip Advisor started getting complains about “their” sales tactics, they put internal investigator Fred Garvin on the case.

“This is TripAdvisor,” a chipper automated female voice said, and today was Garvin’s lucky day: He’d been awarded thousands of TripAdvisor credits for an exclusive vacation to the sunny Caribbean!

It was Garvin’s lucky day. He’d been collecting information for more than nine months, but everything he knew was secondhand. He had never heard the messages himself or been able to tie the Mexican resorts directly to the call centers and the fraudulent use of TripAdvisor’s name. Earlier in the summer, the complaints seemed to have stopped, and Garvin worried that the scammers had gone dark before he could pin them down. Now they were calling his cell phone.

Following the prompts, Garvin was transferred to a live agent, who asked his age range and if he made at least $60,000 a year. He passed the test and was quickly put on the line with a second live agent—the charmer. “You’ve won an all-inclusive trip to one of our fabulous resorts,” the agent said. “What do you like to do on vacation, Mr. Garvin?”

The calls were eventually traced to Adrian Abramovich, who the FCC identified as “the source of 96,758,223 illegal robocalls.” At Wired, Alex Palmer follows the VoIP trail, from the initial complaints against Trip Advisor to Abramovich’s downfall.

Abramovich arrived at the Russell Senate Office Building looking bewildered, as you might expect of someone compelled by congressional subpoena. In the past few years, there hadn’t been much that Democrats and Republicans in Congress could agree on. Health care, immigration, taxes, deficits—every debate, every topic and idea was us vs. them. Here, finally, was an issue that perfectly bridged the partisan divide: a burning hatred of robo­calls. As soon as the hearing began, the senators pounced, clearly relishing the chance to lay into the stout man at the witness table. Abramovich, wearing a suit and glasses and with his hair pulled back into a neat man bun, looked trapped. Senator Richard Blumenthal kicked things off. Abramovich, Blumenthal said, had assembled a “phenomenal record of consumer abuse.” Looking directly at him, he declared: “You have become the face of this problem.”

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Other Rachel Lyons

Getty / Photo illustration by Katie Kosma

Rachel Lyon | Longreads | April 2019 | 23 minutes (5,849 words)

 

I signed up for Gmail in 2005, a month after graduating college and outgrowing my .edu address. Technically the service was still in beta testing. It was early enough that I could claim my entire name, beginning to end, no numbers or crazy characters. The simplicity of my “OG handle”speaks to its vintage. I have to admit I’m rather proud of it. It also means I get a lot of correspondence not actually meant for me. Since I joined Gmail, it has grown to more than 1.5 billion active users: 20% of the world’s population. Since I joined Gmail, the world’s population itself has increased by 1+ billion! There are only so many words in the English language. There are only so many variations. Social media handles are stolen and sold like Uranium on the black market. IP addresses are finite.

I am included on the timesheet of a Melbourne store, Boost Juice — scheduled to work the closing shift on March 24 — and on the agenda for the 64th annual general meeting of the Citizens Advice Bureau in a small town outside of London. World Vision UK writes to thank me for my “donation of 10” (ten what, I don’t know). Kid to Kid Utah thanks me, too, for a donation of $9.32 worth of used children’s items. I am notified that my job application to teach at primary school in Leeds, UK, has been received. The school is rated 2.6 out of 5. One review reads: “Want your child to be bullied then send them there.”

One November I receive a note from Matt, who thinks he knows me from East High. “You Freshman Scum! A belated happy birthday this week. Hope all is going well.” (My birthday is in April, and no one would have called me “scum” when I was a high school freshman. I would have blushed. I might have cried.) December, I get a photo from Zoe — subject line: “SNOW,” body copy: “Happy Winter!” — of a courtyard, stone walls, and iron grate, blanketed in white. Adam sends me a photo, accompanied by no text at all, of three men in a lush, walled garden, one holding a Smart Water, the second holding a Starbucks cup, the third showing off three tickets to a Colts game. An American flag is stuck in a flowerpot.

Sophie writes to say how proud she is of my daughter, who “was such a sweet leader in the classroom today.” Marci tells me she signed up her son Cameron for the Abundant Life Garden Project, an after-school program at St. Philips Episcopal Church in Durham, NC, and she thinks my son Jack would have “a fabulous time” there, too. An automated message arrives from a public school in Cherryvale, KS, notifying me that my son Gary is failing English 11. His grade is 39%. What can you do with a kid like Gary? His future is looking bleak. I write to the school to let them know that the email address they’ve got on file for his mother, a different Rachel Lyon, is actually mine. They apologize and I don’t hear from them again — until the following year, when Marla writes to say she’s collecting pictures for a senior slideshow on graduation night, and will need photos of Gary no later than April 19. So Gary’s graduating after all! I’m glad he turned himself around.

One reason for all this misdirected correspondence is there are at least a few hundred people around the world who share my name. According to the dizzying website howmanyofme.com, there are 186 Rachel Lyons, Rachael Lyons, Rachel Lyonses, and Rachael Lyonses in the United States. The consonant-rich website uknames.gbgplc.com approximates 45 people in the UK, including spelling variations. (Canada — not known for its big egos, really — doesn’t seem to have an equivalent site; a search for an equivalent Australian site yielded suggestions for the following “related searches”: how many Daniels are in the world? how many people are named Mitchell? how many people in the world are named Humphrey? Apparently Daniels, Mitchells, and Humphreys are peculiarly given to egosurfing.) We Rachel Lyons are a not insignificant population.

Another reason I get so very much email, I suspect, is that when people are prompted to enter their email addresses to get something they want — free samples; access to 30 days of unlimited whatever — but don’t want to get all the spam that comes with doing so, they enter something else. What’s an easier address to think up than one’s-own-name@gmail? Given the number of digital receipts I get for things I didn’t buy, I know many Rachel Lyons have put my address down to misdirect their spam. If you’re a Rachel Lyon and you’re reading this, please know: I am here, I am real, I am receiving your correspondence, and I don’t want your spam any more than you do.

I do, however, very much enjoy the non-spam correspondence. An email is a glimpse into another life, a fragment of a story. Maybe I love getting other people’s mail because I am a fiction writer. Maybe I’m a fiction writer because I love getting other people’s mail. Chicken or egg, I do not know. All I know is it gives me a little rush. I read my misdirected correspondence carefully. I read it nosily. I read it with a little voyeuristic thrill and odd surprising pangs of envy. Rationally I know that to share a name with someone is a simple, random thing. Irrationally I can’t help but feel connected to the other Rachel Lyons of the world.

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On Flooding: Drowning the Culture in Sameness

A 37-meter-long floating sculpture by U.S. artist Kaws in Victoria Harbor, Hong Kong, March 2019. (Imaginechina via AP Images)

Soraya Roberts | Longreads | March 2019 | 7 minutes (2,006 words)

In 1995, the Emmy nominees for Best Drama were Chicago Hope, ER, Law & Order, NYPD Blue, and The X-Files. In 1996, the Emmy nominees for Best Drama were Chicago Hope, ER, Law & Order, NYPD Blue, and The X-Files. In 1997, the Emmy nominees for Best Drama were Chicago Hope, ER, Law & Order, NYPD Blue, and The X-Files. That is: Two cop shows set in New York, two medical shows set in Chicago, and some aliens, spread across four networks, represented the height and breadth of the art form for three years running.

I literally just copied that entire first paragraph from a Deadspin article written by Sean T. Collins. It appeared last week, when every site seemed to be writing about Netflix. His was the best piece. Somehow, within that flood of Netflix content, everyone found that article — it has almost 300,000 page views. I may as well have copied it for all the traffic my actual column — which was not about Netflix — got.

There was definitely a twang of why bother? while I was writing last week, just as there is every week. Why bother, and Jesus Christ, why am I not faster? The web once made something of a biblical promise to give all of us a voice, but in the ensuing flood — and the ensuing floods after that — only a few bobbed to the top. With increased diversity, this hasn’t changed — there are more diverse voices, but the same ones float up each time. There remains a tension that critics, and the larger media, must balance, reflecting what’s in the culture in all its repetitive glory while also nudging it toward the future. But we are repeatedly failing at this by repeatedly drowning ourselves in the first part. This is flooding (a term I just coined, so I would know): the practice of unleashing a mass torrent of the same stories by the same storytellers at the same time, making it almost impossible for anyone but the same select few to rise to the surface.
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Memoirs of a Used Car Salesman’s Daughter

Chris Ison/PA Wire

Nancy A. Nichols | True Story | January 2018 | 35 minutes (7,098 words)

 

Back in the 1920s, my father’s brother, Donny, was killed at the age of seven in an accident of some kind. Exactly what happened has never been clear.

My father told many versions of this story. He used to say that an older boy had been playing with his little brother, and there was a rope around Donny’s waist. Donny was playing the part of the pony, and the older boy was riding him. In one version of the story, the older boy pulled the rope, and the little boy crashed into the curb and died almost instantaneously. In another version, Donny broke free and ran into the street, where he was hit and killed. Sometimes the older boy was my father; sometimes it wasn’t.

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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

Revisiting My Grandfather’s Garden

Dusty Pixel / Getty, Greg Hill / Unsplash, Photo illustration by Katie Kosma

Mojgan Ghazirad| Longreads | March 2019 | 17 minutes (4,133 words)

In a cul-de-sac, I hear the purring of a gas stove and the popping of boiling tomato juice bubbles on the surface of a cauldron. The tomato paste aroma saturates the air. It’s August and it’s high time for making pastes and jams in Tehran. My grandmother kept us busy this time of the year. “Let’s put those little feet into work,” she used to say to my sister and me as she emptied buckets of Vine tomatoes into deep basins. We removed our socks, rubbed the bathing brush on our feet, and rinsed until the last cluster of soap bubbles vanished into the drain. She watched our brushing ceremony and inspected our feet for any specks of dirt. When she was satisfied with the whiteness of our soles, she hoisted us into the basins. We jumped up and down and stamped the tomatoes to extract the juice. Vine tomatoes squished and screamed under our feet. Their plum, tender and succulent, painted our legs. She boiled the juice and the ambrosial aroma of the boiling tomatoes wafted in the garden. The thickening tomato juice boiled over the sides of the hot cauldron, smearing the tiles of the terrace. When my grandmother removed the gas stove, a striking corona of fiery red drops of paste remained on the tiles. I thought those red coronas were the reason they named my grandparents’ street “the Sun Street”

How I wish I could enter that garden one more time to see those fiery rings. In 2018 I plan a return trip. But my mother tells me — before I go back — that the Sun Street is closed to the public. Nobody knows what has happened to that house since the Islamic government took it from us.
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