Journalism Case Study Abstracts |
| 6 October |
Abstract
This case treats the hard choices which confront a news organization when violence strikes one of its reporters. In January 2006, Christian Science Monitor Managing Editor Marshall Ingwerson learned that one of his stringers in Iraq, Jill Carroll, had been kidnapped by unknown assailants in Baghdad. The case traces the steps which the newspaper took to try to win Carroll’s release—alive. It describes how the paper’s leadership managed the many constituents pulled into the drama government agencies, Monitor staff, other news outlets, family members, NGOs, Arab go-betweens and so forth. The kidnappers’ demand—release all female Iraqi prisoners—was beyond the Monitor’s control. A first deadline passed, but Carroll seemed still to be alive. As a second deadline approached, Monitor editors found themselves caught between conflicting advice from the CIA and FBI on whether to handle the case quietly, or conduct a high-profile publicity campaign to persuade her kidnappers to release Carroll. Click here to get this case study now…
The class will gain insight into the complexities of newsroom management during a crisis. Students will have a chance to consider how to structure a crisis response; how to manage competing interests; and how to sustain an effort past the first adrenalin-fueled moments into weeks of frustrating but crucial work. The class should also consider what security for journalists means in a war zone. How safe is safe enough, and what is the responsibility of news organizations toward both its staff reporters and freelancers it engages?
The case can be used in a course on international journalism; about crisis management; or on reporting from war zones. Click here to get this case study now…
Credits
This journalism case study was written by Delia Cabe for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Josh Friedman. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. James R. Garfield was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation. (1208)
Copyright © 2008 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 6 October |
Abstract
This case study tells the story of of how one editor at Time magazine took a concept—create a “mirror on America”—and translated it into 12 pages in the magazine. The case describes the kind of decisions editors have to make on a daily basis: what to include, what to leave out, how to staff a story, how much time to spend reporting. It also raises the issue of hierarchy in a newsroom. Whose call ultimately is it what goes into a story—the managing editor’s, the
frontline editor’s, or the reporter’s? Click here to get this case study now…
The case will give students insight into the workings of a weekly news magazine. It will allow them to exercise their own editorial judgment, and to struggle with the strategic and practical decisions which go into assembling a story about a complex subject. They will also get an unusual glimpse into the concerns of a graphics department. Click here to get this case study now…
This case can be used in a class about magazine writing and/or editing, about integrating graphics into a text narrative, or about editorial decisionmaking.
Credits
This journalism case study was written by Kathleen Gilsinan for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Michael Shapiro. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. Josh Stanley was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation. TIME Magazine material © Time Inc. used with permission.
Copyright © 2007 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 5 October |
Abstract
This case is about the challenge faced by the Far Eastern Economic Review (FEER) and its parent company, Dow Jones, when in 2006 FEER ran afoul of Singapore’s leaders and its government. The case traces the history of the media, both domestic and international, in Singapore. It describes the legal challenges the Singapore authorities mounted over the years against the foreign press, culminating in charges which former Singapore President Lee Kuan Yew and his son brought against FEER for an editorial they found offensive. Within days, a government ministry upped the ante, informing FEER that it would henceforth be subject to new restrictions. Dow Jones legal counsel had to weigh competing claims: defend Western values of press freedom versus protect the interests of other Dow Jones publications active in Singapore. Click here to get this case study now…
Students will be given a window into what it means to cover a society with a culture and rules distinctly different from the US. They will be asked to consider whether another political ideology—Confucianism—provides justification for press controls. They will also gain an understanding of how easy it can be to cross the line set by authoritarian governments—and the price journalists can pay. Click here to get this case study now…
They will come to appreciate that the editorial and economic interests of news organizations are frequently more closely linked than both sides might wish. This case can be used in a course about international media; about the business of journalism; or on US coverage of foreign news. Click here to get this case study now…
Credits
This journalism case study was written by Julia Ioffe for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Michael Shapiro. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. Josh Stanley was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation.
Copyright © 2007 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical,
| 4 October |
Abstract
This case examines the challenges of reporting on a private individual’s sexual orientation. In March 2008, the Washington Post received a tip that Army Major Alan Rogers was the first openly gay military officer to be killed in Iraq. If true, the life story of the much-decorated and admired Major Rogers would be of significant interest to readers who follow the debate on the military’s “don’t ask, don’t tell” policy. But as reporter Donna St. George began her reporting, she discovered a murkier reality—that while Rogers was gay, it was far from clear that he was open about it, especially to his military colleagues. Click here to get this case study now…
Post policy advised caution about identifying someone as gay who may not wish that fact to be published. Rogers had expressed no wishes on this matter. One senior editor said “the unknowable risk of dishonoring Rogers’ desires” was outweighed by the news value and public policy importance of his story. And Post Executive Editor Leonard Downie, Jr. was concerned that to report on Rogers’ death without mentioning his sexual orientation could be viewed as a major omission and could come back to haunt the Post. But to identify him as gay could violate the careful compromise by which Rogers had apparently lived his life. Ultimately, Downie had to make a decision. Click here to get this case study now…
Classroom discussion can focus on the tension between the historical record and the individual. When does one trump the other? Should a news organization embrace an opportunity to change public perception or influence public policy? What are the implications for a newspaper if it knows something to be true and does not publish it? Is that censorship, or respect for the individual? Students should come to appreciate the nuances that accompany the treatment of gender issues in news stories. They could also consider how useful editorial policy guidelines really are. Click here to get this case study now…
The case can be used in a course about reporting on gender, ethnicity or race; about editorial decisionmaking; or about ethics in journalism.
Credits
This journalism case study was written by Julia Ioffe for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Adjunct Professor Joe Cutbirth. Funding was provided by the John S. and James L. Knight Foundation. (0709)
Copyright © 2009 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 4 October |
Abstract
This case takes students behind the scenes into the making of a news documentary for Frontline, produced at the PBS affiliate in Boston (WGBH). The case tells the story of the making of “The Last Abortion Clinic,” a 2005 documentary by producer Raney Aronson and her team. The documentary combined a legal story (developments in the abortion debate since Roe v. Wade) with personal stories—interviews with women in clinics who had confronted the abortion question in their own lives. It focused on the state of Mississippi, which had only one abortion clinic remaining. The case chronicles the evolution of a documentary from idea to finished form. Along the way, it highlights numerous editorial, logistical and ethical decisions Aronson faced in her quest to tell fairly a complex and value-laden story. Click here to get this case study now…
This case features video from the documentary itself. Students are asked to screen and evaluate several film clips in order to determine whether a particular scene belongs in the final film, and if so, where. Students will learn about the respective roles in any Frontline documentary of the executive producer, the executive editor and the production team. They will gain an understanding of what goes into choosing a news documentary topic, selecting those to interview, planning where to film, and deciding which of the hundred hours of tape should be used in the one-hour film. Special attention is paid to the definition of “fair” in a video context. Click here to get this case study now…
The case study can be used in a class on editorial decision-making, on broadcast media, on documentary film making or on public service broadcasting.
Credits
This journalism case study was written by Kirsten Lundberg, Director, for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Michael Shapiro. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. Josh Stanley was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation.
Copyright © 2007 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 3 October |
Abstract
This case is about the challenges of investigative reporting. It demonstrates how reporters must “peel the onion” to get at a complex story which starts small but grows steadily in importance and impact. The South Florida Sun-Sentinel began in the fall of 2004 to investigate the consequences of a wave of hurricanes on their region. Eventually, the reporting team discovered widespread fraud by Federal Emergency Management Agency (FEMA) aid recipients, as well as instances of complicit FEMA inspectors, many of whom had criminal backgrounds. As the story grew to national scope, editors had to consider how to best deploy the newspaper’s resources to serve South Florida readers. Click here to get this case study now…
In class discussion, students should have an opportunity to discuss the mechanics as well as the strategies of investigative reporting. They will gain insight into the usefulness of computer-assisted reporting; the need to build skills in reading maps, graphs, and tables; and the benefits of simply going door-to-door to get necessary information. They will also have an opportunity to experience editorial decisionmaking at high levels, as they are asked to put themselves in the shoes of the Sun-Sentinel’s editors as they decide which reporting decision is best for the paper as a whole. The case can be used in a course about investigative journalism; about editorial management; or about covering the federal government. Click here to get this case study now…
Credits
This journalism case study was written by Kathleen Gilsinan for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Sheila Coronel. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. James R. Garfield was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation. (0908)
Copyright © 2008 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 2 October |
Abstract
This case is about the professional conflict one journalist at the Bakersfield Californian experiences when editors ask her to “blog” from a trial she is covering. In the blog, or web-log—which appears within a special section of the Bakersfield.com website—she is asked to offer informal observations, often in the form of running commentary, about a complicated murder case. Meanwhile for the daily newspaper, she continues to write stories which observe the journalistic conventions of objectivity, accuracy and balance. Jessica Logan becomes increasingly uncomfortable as she learns that her blog entries are unedited. Typos and grammar errors occur with regularity, but eventually she also makes mistakes. Mistakes in the newspaper result in a notation in a reporter’s personnel record; the rules for a blog seem unclear. But her editors keep reassuring Logan. They argue that blogs are like a sneak peek into a reporter’s notebook, not like a news story. Click here to get this case study now…
Students will be asked to consider whether blogs are a legitimate form of journalism. Does a reporter with a blog potentially undermine his reputation as a journalist? What do news readers gain from a blog that they would not get from a web or print story? Should blogs be subject to the same internal rules and regulations that govern the material printed in a newspaper? How can news organizations best incorporate this new way of communicating with readers into their existing standards and practices? Click here to get this case study now…
The case study can be used in a class on editorial management, on new media, on blogging or on reporting norms.
Credits
This journalism case study was written by Delia Flores for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Michael Shapiro. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. Josh Stanley was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation.
Copyright © 2007 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 1 October |
Abstract
This case study takes students inside the offices and strategic thinking of the executive team at the Albany Times Union, a prototypical regional newspaper. The Times Union, like other newspapers its size, in 2006 faced the challenge of how to choose the best path to transforming itself from a traditional ink-on-paper product to a hybrid paper/Web product. No role model seemed appropriate, so Editor Rex Smith and Publisher Mark Aldam charted their own course. They hired a consultant to map the newsroom editorial process—an exercise which revealed technological weaknesses, organizational inefficiencies, and shortcomings in physical arrangements. But these findings were not recommendations. The paper’s team would have to choose among competing priorities in order to move their organization forward. Click here to get this case study now…
Students are asked to think in detail about the complex challenges faced by news editors and publishers in early 21st-century America. The case will allow them to grasp the fundamental realignment of roles and responsibilities going on within newsrooms, as well as to understand the often painful choices newsroom leaders must make. Discussion could focus on strategic planning, the role of newspapers in the Internet era, or the challenges to regional publications at the turn of the century. Click here to get this case study now…
The case can be used in a class about newspapers and technology; about editorial leadership; or about newspaper management.
Credits
This journalism case study was written by Rachel Templeton for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Michael Shapiro. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. Josh Stanley was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation.
Copyright © 2007 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 30 September |
Abstract
This case looks at the challenges that confront science reporters as they seek to determine what is the “truth” among competing scientific claims. In summer 2007, the Milwaukee Journal Sentinel launched an investigation into the chemical compound bisphenol A (BPA). An editor asks the reporters to determine for themselves whether BPA is safe or not. Accustomed to telling “balanced” he said/she said-style stories, this thrusts the reporting team—especially its science reporter—into unknown territory. Susanne Rust has to figure out how to identify relevant research, how to assess its credibility and findings, and how to summarize her own conclusions in ways that are not alarmist and sensational. In addition, the team uncovers governmental misbehavior and must integrate that into the scientific story. Click here to get this case study now…
Students will have an opportunity to consider the special trials of science reporting. What is the responsibility of the science journalist: to present both sides of an argument and let the reader decide; or draw conclusions of his own? Does a scientist’s desire to win publicity for her findings coincide in an unhealthy fashion with a journalist’s desire to get a front-page story? In reporting on science, who is a reliable source? What role do government oversight agencies play? The case also provides material for a class discussion of the dynamics of team reporting; the difficulties of getting access to reluctant sources; and the responsibility of a news organization to avoid alarming readers. This case can be used in a class about science journalism, investigative reporting, team reporting, or journalistic specialization and skills. Click here to get this case study now…
Credits
This journalism case study was written by Danielle Haas for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Dean Nicholas Lemann. Funding was provided by the John S. and James L. Knight Foundation. (0309)
Copyright © 2009 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
| 29 September |
Abstract
This two-part case looks at the research method known as “crowdsourcing,” pioneered by the private sector (The Wisdom of Crowds), and examines its usefulness for journalism. The Fort Myers (FL) News-Press is a Gannett paper; Gannett executives believe crowdsourcing—turning to consumers for expertise and information—holds promise for newspapers. In Part A, News-Press editors consider the merits of crowdsourcing to the newspaper. They look at several ongoing news stories to which the method might be applied in order to select the most promising. They then debate whether or not to adopt the method as an experiment. Part B traces what happens when the newspaper does apply crowdsourcing to a story about a utility expansion project in the community of Cape Coral. Click here to get this case study now…
Students will gain insight into the challenges confronting a publication that decides to approach its job in a new way. They will experience what goes on around the editorial table when innovation is the topic. They will also gain a window into the relationship between a corporate newspaper owner and a publication’s editors. In Part B, they will have a chance to consider the impact of the new approach on reporters, editors—and readers. They will come to understand how crucial it is to plan for new undertakings, and to anticipate problems as a means of avoiding them. They will also gain perspective on the costs and benefits of being a pioneer. Click here to get this case study now…
This case can be used in a course about editorial decision-making, about the business of journalism, about journalism innovation, or about local/regional media.
Credits
This journalism case study was written by Kathleen Gilsinan for the Knight Case Studies Initiative, Graduate School of Journalism, Columbia University. The faculty sponsor was Professor Michael Shapiro. The Columbia Center for New Media Teaching and Learning (CCNMTL) produced the multimedia, online product. Josh Stanley was the project coordinator, and Zarina Mustapha was the website designer. Funding was provided by the John S. and James L. Knight Foundation.
Copyright © 2007 The Trustees of Columbia University in the City of New York. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the written permission of the Case Studies Initiative.
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