Journalism Case Study Abstracts |
| 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.
| 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.
| 11 August |
Abstract
This text+video case asks students to engage in a difficult calculus: report on deadline about a disaster when the causes are unclear. On November 12, 2001, two months and a day after the terrorist attacks of September 11, American Airlines Flight 587 leaving Kennedy Airport went down in Far Rockaway, Queens, New York. Newsday was the predominant local paper, and its website—NewYorkNewsday.com was headquartered in Queens—became the go-to place for information about the crash. Internet News Manager Amanda Barrett was on duty, charged with updating the Web account every 5-10 minutes. She had to juggle conflicting accounts from reporters on the scene with announcements of closures of airports and New York-area roads, bridges, and iconic buildings. The overriding question: Was it terrorism or an accident? Newsday editors differed on what to call it, and when. Despite this background chaos, Barrett’s job was to make her updates measured, calm, and accurate. Click here to get this case study now…
Students should read the background text in advance of class. The case itself takes place in real time in the classroom through video clips of those at Newsday who covered the plane crash for NewYorkNewsday.com. After a brief video which sets the scene, students at the discretion of the instructor (who controls which clips to play) will have a chance to hear from Newsday reporters and editors about the online coverage that day. Students can discuss the special challenges of reporting accurately and fully on an unfolding disaster without triggering unnecessary panic in the public. They can debate the responsibility of news organizations during an emergency. Also, students should consider what happens if editors disagree. 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 Laura Muha. The Columbia Center for New Media Teaching and Learning project director was James R. Garfield and the designer was Zarina Mustapha. Funding was provided by the John S. and James L. Knight Foundation.
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,
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