Journalistic practice in digital television newsrooms: The case of Spain's Tele 5 and Antena 3
Jose A. Garcia Aviles and Bienvenido Leon
Journalism 2002; 3; 355
DOI: 10.1177/146488490200300304
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Abstract
This article examines some of the working practices of television journalists and the changes they are adopting in the process of digital news-gathering and editing. It relies on research carried out in the two main Spanish commercial networks, Tele 5 and Antena 3, which implemented integrated digital newrooms in 1998 and 1999, respectively.
Jose A. Garcia Aviles and Bienvenido Leon
Journalism 2002; 3; 355
DOI: 10.1177/146488490200300304
Abstract
This article examines some of the working practices of television journalists and the changes they are adopting in the process of digital news-gathering and editing. It relies on research carried out in the two main Spanish commercial networks, Tele 5 and Antena 3, which implemented integrated digital newrooms in 1998 and 1999, respectively.
The study finds that journalists, managers and engineers at both networks developed a collaborative effort in selecting and implementing a digital system which all professionals involved would be comfortable using.
It also shows the emergence of new functions and a growing trend towards multiskilling in these television newsrooms.
Conclusion
This research shows how the implementation of integrated digital newsrooms in the two main commercial Spanish networks, Tele 5 and Antena 3, has helped increase the collaborative effort between journalists, managers and engineers, so that all involved parties can work together. The advent of software-based solutions and digital servers has allowed news managers to define what is actually required.
Conclusion
This research shows how the implementation of integrated digital newsrooms in the two main commercial Spanish networks, Tele 5 and Antena 3, has helped increase the collaborative effort between journalists, managers and engineers, so that all involved parties can work together. The advent of software-based solutions and digital servers has allowed news managers to define what is actually required.
The main challenge for journalists, with the help of the technical staff and the system providers, was to work out what they wanted to achieve and then the way in which they wanted to change.
A gradual training process was essential, headed by a team of journalists and technical staff from the news operation. The investment in training newsroom people in advance contributed to the smooth transition from tape-based systems to digital servers. It was important for project managers to work closely with users from all disciplines: reporters, archivists, directors, engineers, etc. Introducing the new system gradually, and with analogue backup, simplified the transition.
Although the system allows the production process to be completed faster and with fewer people, in fact both networks decided to maintain the number of staff. One of the broadcasters' requirements was that the system should be flexible enough to be able to gradually adapt to new workflow patterns. Two work roles have been incorporated: system managers, who supervise the technological functioning; and media managers, who take charge of the traffic of information inside the newsroom and decide about priorities.
These news operations are placing the whole editing process in the hands of the individual journalist, with just the final supervision of the news programme editor. As a result, the new system has enabled journalists to take direct control over the process of producing a complete news package and increasing their responsibility. Reporters now edit the pictures and sounds from their personal computers and they increasingly tend to develop more visual storytelling skills. Journalists say that they enjoy the increased speed and flexibility in the process. Nevertheless, the digital system also allows news editors to supervise and modify all the pieces which are on the server before they are broadcast. Therefore, it seems overall editorial control has been strengthened.
In both networks, multiskilling is a growing trend to which journalists are adapting. The automation of the system tends to increase the work load of each person in the newsroom. Reporters have had to learn new skills, such as technical understanding of broadcast sound quality and picture editing. Multiskilling often means a greater amount of work assigned to each journalist, who is expected to gather the facts, assemble the content, write the script, edit the pictures and sound, and record his or her own narration.
The work of reporters is undergoing some specific changes which are facilitated by the new technical and journalistic developments: editorial decisions on the production of pieces can be taken even closer to air time; the gradual integration of archive management into the production process tends to supply large amounts of visual material which can be used more easily in the stories by reporters; and journalists tend to be more concerned about including 'good' visuals in their own pieces.
To a certain extent, journalists now tend to fulfil their job more individually. Some reporters, once they gain experience of the demands and pressures of journalistic culture, appear to find it more difficult to exchange information with other newsroom colleagues. Computer-based work tends to be more individualistic and, therefore, less team work is required.
Journalists also increasingly devote more time to technical issues.
A gradual training process was essential, headed by a team of journalists and technical staff from the news operation. The investment in training newsroom people in advance contributed to the smooth transition from tape-based systems to digital servers. It was important for project managers to work closely with users from all disciplines: reporters, archivists, directors, engineers, etc. Introducing the new system gradually, and with analogue backup, simplified the transition.
Although the system allows the production process to be completed faster and with fewer people, in fact both networks decided to maintain the number of staff. One of the broadcasters' requirements was that the system should be flexible enough to be able to gradually adapt to new workflow patterns. Two work roles have been incorporated: system managers, who supervise the technological functioning; and media managers, who take charge of the traffic of information inside the newsroom and decide about priorities.
These news operations are placing the whole editing process in the hands of the individual journalist, with just the final supervision of the news programme editor. As a result, the new system has enabled journalists to take direct control over the process of producing a complete news package and increasing their responsibility. Reporters now edit the pictures and sounds from their personal computers and they increasingly tend to develop more visual storytelling skills. Journalists say that they enjoy the increased speed and flexibility in the process. Nevertheless, the digital system also allows news editors to supervise and modify all the pieces which are on the server before they are broadcast. Therefore, it seems overall editorial control has been strengthened.
In both networks, multiskilling is a growing trend to which journalists are adapting. The automation of the system tends to increase the work load of each person in the newsroom. Reporters have had to learn new skills, such as technical understanding of broadcast sound quality and picture editing. Multiskilling often means a greater amount of work assigned to each journalist, who is expected to gather the facts, assemble the content, write the script, edit the pictures and sound, and record his or her own narration.
The work of reporters is undergoing some specific changes which are facilitated by the new technical and journalistic developments: editorial decisions on the production of pieces can be taken even closer to air time; the gradual integration of archive management into the production process tends to supply large amounts of visual material which can be used more easily in the stories by reporters; and journalists tend to be more concerned about including 'good' visuals in their own pieces.
To a certain extent, journalists now tend to fulfil their job more individually. Some reporters, once they gain experience of the demands and pressures of journalistic culture, appear to find it more difficult to exchange information with other newsroom colleagues. Computer-based work tends to be more individualistic and, therefore, less team work is required.
Journalists also increasingly devote more time to technical issues.
Nevertheless, within the scope of this study, it is difficult to assess the extent to which significant changes in newsroom culture have already taken place in these Spanish newsrooms, in terms of consistent practices, normative judgements and explicit values. This could be a valuable line of enquiry for further research.
Both Tele 5's and Antena 3's experiences show that when implementing a new system in broadcast newsrooms, paying close attention to the human factors is absolutely essential. There are further areas that could be addressed in subsequent work, particularly in regard to content issues (output) and also the business implications, that is, the economics involved in developing a cost-effective digital news operation.
NOTES (ed GGA)
Introduction
When evaluating the role of new technologies in journalism, a cautionary approach should be adopted. The analysis of the changes should not fall into a kind of technological determinism or 'technophilia' (Postman, 1993: 5-7) for the role of technology in journalism should be understood within its social, professional and cultural context (Williams, 1972; Schudson, 1995).
Both Tele 5's and Antena 3's experiences show that when implementing a new system in broadcast newsrooms, paying close attention to the human factors is absolutely essential. There are further areas that could be addressed in subsequent work, particularly in regard to content issues (output) and also the business implications, that is, the economics involved in developing a cost-effective digital news operation.
NOTES (ed GGA)
Introduction
When evaluating the role of new technologies in journalism, a cautionary approach should be adopted. The analysis of the changes should not fall into a kind of technological determinism or 'technophilia' (Postman, 1993: 5-7) for the role of technology in journalism should be understood within its social, professional and cultural context (Williams, 1972; Schudson, 1995).
Thus, technological changes are introduced within a process of innovation which, as Winston (1998: 6) states, is motivated by a series of 'supervening social necessities'. In this context, MacGregor (1997: 200-1) warns journalists against the risk of being 'seduced by all too easily measured criteria of being first, being live or having something no competitor has', advice which is also valid for researchers, we might add.
Different studies of individual television newsrooms have highlighted various types of procedure, structure, routine, pressure and constraint, as well as the complexities involved in describing journalistic culture (Tuchman, 1978; Schlesinger, 1987; Soloski, 1989). As Gaunt (1990) argues, journalistic practices are largely the result of traditions, economic lactors, political constraints, technological developments and the social dynamics of the culture in which they exist.
Much emphasis in terms of recent research has focused on the television news culture at ITN and the BBC (Harrison, 2000; Kung-Shankleman, 2000), on the economics of broadcasting in a fragmented digital environment (Allen, 1998; Chalaby and Segell, 1999) and the transition from analogue to digital television, which opens a realm of possibilities for news services and applications (Thalhimer, 1998; Harper, 1998).
Technological developments have often contributed to the establishment of new journalistic practices (Weisplenning, 1993; Pavlik, 1999, 2000), such as the shaping of news-gathering and reporting and, some would say (e.g. Bromley, 1997), even the very nature of journalism itself. Despite resistance by some journalists, the newspaper industry is incorporating new technologies which tend to simplify their work. Marjoribanks (2000) has provided a useful comparative framework with his study of technological innovation at News Ltd workplaces in the United Kingdom, the United States and Australia.
Television newsrooms have been making use of digital component systems for a long time, from wire service computer systems to computerized character generation, from ENG (Electronic News-gathering) to DNG (Digital News-gathering) and non-linear video editing systems (Willis, 1994: 11-38; MacGregor, 1997: 174-201). Since 1995, a fully digital automated system has been available for news broadcasters.
Different studies of individual television newsrooms have highlighted various types of procedure, structure, routine, pressure and constraint, as well as the complexities involved in describing journalistic culture (Tuchman, 1978; Schlesinger, 1987; Soloski, 1989). As Gaunt (1990) argues, journalistic practices are largely the result of traditions, economic lactors, political constraints, technological developments and the social dynamics of the culture in which they exist.
Much emphasis in terms of recent research has focused on the television news culture at ITN and the BBC (Harrison, 2000; Kung-Shankleman, 2000), on the economics of broadcasting in a fragmented digital environment (Allen, 1998; Chalaby and Segell, 1999) and the transition from analogue to digital television, which opens a realm of possibilities for news services and applications (Thalhimer, 1998; Harper, 1998).
Technological developments have often contributed to the establishment of new journalistic practices (Weisplenning, 1993; Pavlik, 1999, 2000), such as the shaping of news-gathering and reporting and, some would say (e.g. Bromley, 1997), even the very nature of journalism itself. Despite resistance by some journalists, the newspaper industry is incorporating new technologies which tend to simplify their work. Marjoribanks (2000) has provided a useful comparative framework with his study of technological innovation at News Ltd workplaces in the United Kingdom, the United States and Australia.
Television newsrooms have been making use of digital component systems for a long time, from wire service computer systems to computerized character generation, from ENG (Electronic News-gathering) to DNG (Digital News-gathering) and non-linear video editing systems (Willis, 1994: 11-38; MacGregor, 1997: 174-201). Since 1995, a fully digital automated system has been available for news broadcasters.
The new 'Integrated Television Newsroom', as it has been termed by Powell (1998: 62), enables 'raw material (text-based information, stills, graphics, video and audio clips) to be collected and stored in common servers and accessed by a large number of journalists simultaneously' and it allows for the completion of pieces ready to be broadcast.
Many broadcasters world wide have adopted or are in the process of adopting various types of digital, automatized news systems.
Many broadcasters world wide have adopted or are in the process of adopting various types of digital, automatized news systems.
In Europe, small news operations such as the Finnish public service broadcasting, YLE, introduced digital technology systems for news on demand as early as March 1996 (Jarvinen and Lavonen, 1996), while the 24-hour digital news service at SVT (Swedish Television) was launched in March 1999 (Christensen, 2000). Bigger news broadcasters, such as the BBC and ITN, completed digitization of their newsrooms in the summer of 1998. Cottle (1999: 22-43) has examined the experience of the BBC Newscentre and has shown how digital news production is socially and culturally shaped by corporate and professional contexts and practices.
In the USA, some broadcasters have also adopted digital technology in their newsrooms. By the end of 1999, CNN replaced the analogue equipment in their Atlanta headquarters with a digital server-based system, while the Tribune Company implemented a digital newsroom which integrates its broadcast, print and interactive units (Sullivan, 1999).
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