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Just a few things I don’t understand:

  • Why are 90% of beauty salons named with a pun? (“Shear Energy.” “The Mane Event.”)
  • Why do real estate and insurance agents have their photos on their business cards, when it actually makes them seem less trustworthy?
  • Why do bureaucrats (and people who aspire to bureaucratism) say “at this time?” What is that supposed to mean?

What don’t you understand?

My friend Peter Levine, in an article that examines ways to look at the question of “whether President Obama is trying to do too much too fast,” mentions an analogy Bill Galston makes to Jimmy Carter’s early days in office.

In Peter’s view, those days are not at all comparable to where we are now. In making his case, Peter encapsulates the overal shift rightward that was occurring as the 70’s ended as well as I have seen anyone:

[T]he Zeitgeist was against poor old Jimmy Carter, as we can tell now that the Owl of Minerva has taken flight. Most of the industrialized countries moved substantially right after 1970. Liberals had already enacted the popular parts of the welfare state. They had consolidated prosperity for a majority of their populations, who were decreasingly generous toward the remaining poor. Keynsian policy couldn’t seem to handle stagflation. Liberal coalitions had shattered on the shoals of controversial social issues. Conservatives offered law-and-order and lower taxes, and that was a winning package. The only reason Carter was elected was that Richard Nixon had administered a deadly wound to his own party that took eight years to heal. It was hardly time for an ambitious liberal agenda.

What interests me is Peter’s perspective on that pivotal time, and the language he uses, spoken with the benefit of hindsight.

It seems evident that we are now in a similar shift, only moving the other way. When we look back, fifteen years and more later, what kind of language will we use? What tectonic factors will be relevant, and which will be just static?

That, of course, is a thought experiment and unanswerable. But it is worth thinking about, if only to gain perspective on the now.

Yesterday two things converged that really got me thinking about localism.

First, I published my analysis of Rockville Central’s reader survey. It was my first chance to see what the readers of my hyperlocal news site really thought about my volunteer work over the last eighteen months or so. It was very gratifying, and at the end I wrote: “[It is] clear that many, many of you who took the time to respond see Rockville Central as ‘yours.’ That means so much and I will always try to respect that.”

Second, I ran across a fascinating tips-from-the-trenches piece on what it’s like to take over and run a local newspaper. This piece included a great sidebar:

You Want To Buy A Weekly?

Find an owner/operator who is retiring. Don’t worry about quality. You can improve the content and revenue yourself. 

Financing was tough before the credit crunch, and it’s next to impossible now. So you may have to do an owner-financed deal or pay for this out of your own pocket. The price of a paper depends on its annual revenue, so if you’re looking for a deal, think small and rural.

Pack a lunch. You won’t have the time or the money to eat out for the first few months. (Perhaps years.)
 
Consider your business skills. You can create great journalism, but do you know how to run a circulation program and print labels? Keep track of ads and expenses? You have to take a hundred bags and bins to the post office — who will do that? 

Be humble. Readers don’t care if you won Pulitzer or interviewed governors. They care about their community, whether you make it better and whether you spell their name correctly.

Be true to yourself. This is tough. You’re running a business and you’re a valuable member of the community, but you have to uphold your core values.

All sounds very much like the advice I gave anyone thinking of starting their own community news blog!

It’s all got me thinking: Is it time to develop a real business model for Rockville Central, and embed it even further as a local institution?

Beth Kanter had a great post a while back that rounds up a number of bits and pieces of advice for nonprofits interested in using social media.

My favorite graf:

The economic crisis has changed the external environment. So, it is important to think about that as part of considering how you need to revise your goals. The tools are changing, so if you’ve settled into one way of using a particular social media tool or set of tools, don’t set yourself on automatic pilot. Are you using the social media tools most efficiently and effectively given the environment, the changes in the tools, and your goals?

What a thought . . . fine tune strategy as you go.

How often do we really do that?

There are insurgent personalities throughout media, pushing and prodding it ahead to the future. WCCO’s Jason DeRusha is one of them.

In this interview, he discusses an important aspect of what people’s relationships with institutions are becoming:

I’ve been experimenting with posting my good questions on my blog and inviting people to answer them, to share their thoughts and help me tell the story before it goes on TV. The old model is to put stuff up after it was on TV and get comments on it. But to me, that’s no good—I need people’s help before I do the story on the air.

This turns the newsanchor-viewer relationship both on its head and inside-out.

First of all, the most important person here is the viewer, who is giving material to the news reporter. (In traditional models, after the reporter has “newsgathered,” his main job is to tell people what he or she knows.)

Second of all, and more important, this model has different people involved. The news reporter and the viewer are co-creators. They both come up with what is going to count as “news.”

Read the whole interview, which is very cool. And you may want to take a peek at his blog to see how it works in practice.