I think that this is self serving rubbish that is simply not born out by the facts. Are the newspapers and is Network TV really the quality source of journalism that they all claim?

When I saw this chart the other day – my little grey cells began to fire big time. What might it mean that NPR’s audience may have increased by nearly 100% over the last 10 years and newspapers decreased by 11.4% and network news by 28%? These are staggering differences and surely demand an explanation?

Here is my hypothesis. It is my observation that most papers and most of the Network News organizations have given up offering context and have made News into a disconnected stream of soundbites and headlines. NPR’s rise has been driven by a focus on providing people with the context and the deep understanding of what is going on.

• For all the claims for investigative journalism and getting to the truth and the bottom of things, Network TV and most papers follow the adage “If it bleeds – it leads” Loud disconnected headlines. Almost no seeking for a context. Almost never asking why or what is really going on. In fact they have made the news more and more confusing by not offering up the bigger picture.

• Generally the papers and the TV networks got the two biggest stories of our time wrong! They generally bought the whole deal about going to war. They generally missed warning signs of the financial disaster that has unfolded. Most still have nothing helpful to say about both today. Most still offer only today’s headlines. Most still confuse the people even more.

• NPR and other Public radio Producers (WBEZ, WBUR etc) and PBS (Newshour, Frontline. Bill Moyers, Charlie Rose etc.) on the other hand have made a conscious effort to help us understand what is going on. Planet Money has become THE Show on the financial crisis with over a million downloads of its podcasts a week. Margaret Warner is becoming an expert in her own right on the complexities of Afghanistan. It was a special moment to see the regard that Ambassador Holbrooke and General Petraeus gave her last week. She knows as much as any westerner can about what is going on there.

I think that it is this POV – to find the context – that has pulled NPR and Pub Radio away from the herd. I think that there is a hunger in America to understand and that Public Radio and TV are on track to meet that hunger.

Yes the web is important – NPR’s podcasts reach a new un-served audience that is 15 years younger than the radio. Yes most of PBS news is now online and free. But many papers and the networks have most of their news content online too.

In complex times CONTEXT is surely what has made the difference?

Now I see even more exciting moves as CPB realizes that if the resources of Public Radio and TV News and Opinion are aggregated and made even easier to obtain that the lead in audience will widen further. This is now being worked on.

In 2010 Pub Media will go beyond offering context as content but will find the best ways of aggregating this and making it very easy to access and to participate with.

As they get closer to being able to do this I think that the economics will come.

In the next post in this short series, I will talk about the last leg of this stool – the participation aspect of the work. I will look at how the voice of the citizen can be brought in and how Pub Media is planning to transcend news itself and help citizens return to the great tradition of America – of citizens solving their own problems locally.

What will happen in your town when there is no more “Official News”?

Of course I don’t know but it may be fun to speculate. A good way to speculate I think is to think of nature. What does nature do when an over mature system crashes? When say a big tree falls or there is a forest fire?

Nature has a iron-clad set of rules for the death of an over mature system. The rule seems to be – the small and the fast growing fills in the space. In phase 2, the trees that can get height fast and shade out the rest come next. In phase 3 the slow growing larger trees push by aggregate and then dominate. And then the cycle continues.

So if this pattern is reliable then this is what will happen when your community loses its Big News.

• The Fast Growing New Growth  the “Poplars” – The best of the local bloggers will rise in prominence. Some of the personal brands in the old will also join the local blogging scene. These bloggers will not only write about what interests them but some will pull in and filter news from around the world. They will act as much as taste makers and editors as contributors. But many will also wish to focus on what interests them – “Beats” in effect. Food, politics, books, whatever. The new system is largely here but it has low structure and hence low value.

• Aggregation – Very quickly some of these will form an affiliation. We have seen an early variant of this in St Louis with the establishment of the Beacon. The Beacon is an online “News” service made up of many of the best journalists that used to work for the main Paper the Post Dispatch. The Beacon has moved into the offices of KETC, the PBS local TV station. (Postscipt – Here is a major article by The Current – the Trade Magazine of Pub Media on this work) There are plans for KWMU, the local NPR radio station and the local University to move in too. A great addition will be to find a way to pull in the best of the bloggers. This has not yet been done but is surely possible and desirable. Also on the cards will be the power of this local system to pull in great national and international coverage. CPB, NPR and PBS are working on how best to create and offer a combined feed of the best of their News in one easy to use complete forum. As this aggregation phase builds so does the overall value to all parties in it. The Network Effect benefits all. Costs fall, ROI rises. It becomes central to the economic, social and political health of the community. Being so widespread it excludes competitors. You either have to join or die. It is also hugely valuable to the global producers and to the global aggregators. At some point, NPR and PBS and maybe the BBC also have to form their own aggregated system that lives on top of the local system?

• Climax – I think that the climax or mature and stable phase will emerge from the Aggregation process. This is surely what Sloan did for GM? GM in its heyday was built on the aggregation of a number of brands.  But this time, there is a different economic model. This was not the result of a traditional use of financial capital. Now we have a global system that is truly PUBLIC. It has strong economic roots and is sustainable but it is no longer controlled by a few men with access to credit. It would be very hard to attack by any political force as well.

If I am right and that nature does offer us a model, then the Aggregation phase is where the future lies. The people that can lead the aggregation will “win”. If we can do this in the Public sector then the Public will win.

So where will this happen in your community?

In the US I think that St Louis offers us a strong hint. Journalists, Public TV and Radio can get together to offer a home for the rest of the local blogging ecosystem. They can also pull in national and global content and offer up stories from their own place. I think that the current talks between CPB, NPR and PBS are also very encouraging.

But what about Canada? Would the local music station be the aggregator? How easy/hard would it be for a few bloggers to do this – hard I think. We don’t have the emergent local system that the US has. This tells me that the urgency in the US to “see” their total public system for what it is – the future – is extreme.

It’s all there to win or lose.

What kind of media if any will we have left by 2011?

I think that Vivian Schiller, (Here is a short video that has her views in a nutshell) the new CEO of NPR is offering a realistic vision for what can emerge.  I want to take the key ideas that she has been talking about in a number of public venues and add more flesh and supporting ideas from others in the system that I respect

Here are what I have heard as her key points starting with two areas to avoid:

• That there is no silver bullet – such as get a big grant to support us as we are – she can see that as we are, we are not viable

• That finding the new minority niche is the holy grail – instead improve access for she feels that if we serve properly then all will be served by our content and by our connection – that the young, that minorities will find us and be involved if we are truly engaging and offer the access that meets their needs

Her big idea is a really really big tent that is a true network that uses all the power of a true network.

• The Uber News Network – The future of public media is to be found in a true network that comprises NPR, the Stations, PBS, The Citizens who live in the local communities and others who wish to serve the local community that may include the newspaper or the journalists who used to work at the local newspaper such as The Beacon in St Louis.

• That all involved have to see themselves as being more than broadcasters and to see themselves as widely serving the community – that we move beyond content to connection.

• That NPR goes out and works to help the stations.

• That we build all of this on the deep foundation of good will that exists.

I want to expand on this idea with supporting ideas from other people that have the respect of the system – for part of Vivian Schiller’s brilliance is that she is an exceptional listener and has been ingesting the thoughts and the mood of the system.

The Uber News Network

The Opportunity – By 2011, it is likely that much of the media of today will be gone. Many communities will be without a paper or a local TV station. If things continue the way that they are, the economy may be far worse and much of the effort to save us all will be seen as having failed. The nation will be starved for meaning.

Today, only a few parts of the media are offering Meaning to America and indeed to the world. It is a remarkable achievement that Planet Money is cited by both the Senate and by the Secretary of the Treasury as the ideal place to find language and an approach that makes the crisis possible to understand. The NewsHour is doing the same kind of work as is Bill Moyers.

This is not gotcha journalism. This is meaning making and it is almost exclusively available on Public Radio, TV and now the web.Now all the key content is available at at any time on the web. It would be a simple matter to curate a local page that would have every news source in one easy to find place.

More. Public Insight journalism is growing and the expertise of the community is being brought into the mix. More, on Planet Money, that had learned to connect to an audience in its proto version, BPP, a huge amount of material comes in from a passionate group of supporters.

Imagine then a system that had it all. Global, National, Regional and Hyper Local – Pro Journalist and expert blogger – all working together to give us the help is finding meaning in these mysterious and frightening times?

Vivian Schiller’s big idea is to fill this void of meaning by bringing all of this power to make meaning together.  Her big idea is to create so much value that the system gets supported for this.

Moving beyond content to connection – from Audience to Tribe

As the institutions that we all took for granted die, so many of us then will risk losing our identity. Identity is all about our “Tribe”. Our Tribe is often our job and workplace. It can be a sports team. It can be our family. Our identity comes from these connections. In our true tribal past, expulsion from the tribe is the extreme punishment. It is still so today.

As people lose jobs and roles, the search for identity will become the most powerful force in society.

In these terrible times many want to belong and find identity in helping make their community and America well again. These longings are already held in the existing Public Radio and TV “Tribe” For Public radio is itself a huge tribe. Here is how Schiller sees this “Tribe”:

It was the beginning of November and it got a bit of coverage on NPR obviously, and the New York Times and several other places. And I heard from just about everybody I’ve ever known and I got a lot of voice mails and over a thousand e-mails from people I’ve known through various stages of my career because I’ve moved around a little bit. And first of all, it was very nice of course, and I spent my month off in December answering every one of those e-mails.

But as I read through them, something really profound struck me. Which is they were all the same. In the sense that, the first sentence of every e-mail would be something like “Oh congratulations, we’re happy for you and blah blah blah…” and from the second sentence and through the rest of every single e-mail, was an expression of what NPR (and when they say NPR they could be listening to a show from PRI, APM, from their local broadcaster – they really mean public radio, so please understand that I interpret it that way) but what NPR means to them. And it was always very, very personal. It was a show they plan their commute around, or it was a story that touched them and actually motivated them to action, or it was a reporter or anchor that they feel a natural obsession with… but whatever it was, it was very intimate. And there was almost a sense for each one that NPR is MINE. For each of these e-mailers, NPR is mine. It belongs to me.

And I realized that what we have that is so extraordinary is a relationship with our audience – (and it’s a huge audience – I’ll mention that in a minute) that has a relationship with us that’s not just on an intellectual level (as it certainly is) but also on a very emotional level. And that is a powerful thing. I know of no other media company that has that connection in the head and the heart that public radio does. And by the way – in huge numbers. 26 million people tune in to some NPR program – through of course their local station – on a weekly level. That is more than the circulation of the top 50 US newspapers combined. That’s a lot of people.

Just to give you a couple more statistics about what an impact we have – and this is where that carnival barker thing comes in, so forgive me – Morning Edition has a larger audience than any of the network morning shows. The next biggest one is The Today Show and our audience is 45% bigger than Today viewing. Car Talk (and we’re not just serious stuff so I’m going to compare Car Talk to less serious stuff) is twice as big as The Daily Show and The Colbert Report combined. That’s pretty powerful and it’s growing. So there’s audience. Brand is the second thing. With the possible exception of the New York Times, I know of no other media company that evokes the same kind of loyalty that NPR does as an entity. There are certainly forms of other branded media that have larger audiences – Facebook has 175 million active users which is a mind-blowing number but I don’t think anybody goes “God, I love Facebook” they love their connection to other people. It’s not an affinity for the brand.

And in other broadcast media, it’s the shows. The most successful television show in the history of broadcast news is 60 Minutes. And there’s a lot of loyalty to 60 Minutes, but that’s not helped CBS with their other shows necessarily. People don’t think about CBS they think about 60 Minutes. NBC’s successful morning and evening shows have loyal audiences – smaller as I’ve already mentioned – but that hasn’t been much help to their primetime lineup, which has been in fourth place for years. So the loyalty there is to shows. With us, the loyalty is to the brand, which is very powerful.

There is huge potential power here – not just for more pledges but for something bigger. It is in this Tribe that the value resides that can take public radio and TV to the next level.

This tribe can be expanded way beyond the current Tribe – all the groups that Public radio have wanted to serve, the young, minorities etc can find their place in the Tribe that wants to work to make America and their community well again.

We can see this expansion and deepening of the tribe in the CPB sponsored work in St Louis – where KETC is acting as the connector between the helping agencies and the people who need help. Many of the people involved had not been part of the tribe before but are now. CPB are now funding a 30 station expansion of this work where TV and Radio stations will work to help their communities help themselves.

The person who I think gets this better than anyone I know is John Proffitt who works in Anchorage. Here is his current view on the shift to seeing our work as supporting Tribe and Identity.  Here are 2 key slides that I hope make his ideas more clear:

I think that Vivian Schiller, and people like John Proffitt, intuitively see the power of Public Media to give people an identity when all might seem too confusing or lost.

As a Facilitator of Tribes – Public Media truly serves the public and gives the community back its power. What greater act of public service could there be?

This is what Jessica Clark means when she looks to go beyond broadcasting and what Lee Rainie sees as the power of social media.

Building the Network

Vivian Schiller is clear – she knows that most stations are hanging on by their fingernails. To make any of this happen demands that there is catalytic help. She suggests that NPR staff can and should offer this help.

Without help – I fear that this will remain just a few good ideas. The stations are getting locked down in fear and have to be helped.

But I think we can do more than offer help from a few NPR folks.

In the 1930’s Roosevelt set up great public works to give people a wage and their dignity back. The backbone of the nation’s infrastructure was built then.

I think that the New Public Media system can be the Hoover Dam of our time!

Already the unemployed and the under employed geeks are mobilizing and looking for work and identity. Here is a link to Laid Off Camp – a nation wide effort to make connections in the Geek Community.

It is not only citizen journalists that the new network can rely on. It is not only citizen groups that we can rely on. My bet is that the right call will mobilize the Geeks of America to help build the new network.

If we called, the people would come. They would come and they would become us. The separation of audience and station would melt away.

What Next?

How to get started? Public Radio and TV are not a monolith. Like Republican Rome, the culture and structure make it hard to take action. In fact it is almost impossible to get collective action. In the last few weeks I have talk with several friends – all long for someone to take the lead.

In my reading of the runes, along with Tom Thomas of SRG and Mark Fuerst of IMA I think that enough people are ready. I think that Vivian Schiller has correctly sensed the vision and the plan.

If you also listen to Pat Harrison of CPB and to Paula Kerger of PBS – you feel an alignment. They too have been saying many of these things.

All are reluctant to step forward. After all in the past, such leadership would be punished. This was not herding cats this was herding lions! But I think that this will not be the case today.

I think that the lead has to come from the top. I feel that if NPR, PBS and CPB got together and announced that they were behind an approach like this, that enough would say yes to form the core group and to get the work begun.

When Rome was confronted with a major crisis – they gave up their complex system of checks and balances and accepted direct leadership. I think that the system is ready for this and that it trusts the leaders of NPR, PBS and CPB to do what is best.

If not this – then what?

If your organization is all about control and top down – it is unlikely that having a Wordpress site will take you to the new world of networks. To make a 2.0 world work for those you serve means that you have to have such a world working inside your organization.

So what do you do to get this? It is clear to me that we have made this shift at KETC in St Louis.

The context of this story is a project that KETC is working on to find ways of activating the community in St Louis to help reduce the pain of the mortgage crisis.

In so doing we are testing the big idea that Public Media can do more than bring Jane Austen to your TV screen. The CPB is testing this idea in St Louis and if we have enough progress – will expand the test to many other cities and stations.

So an important task that we have to fulfill will be to help the system replicate what we have done.

The easy part of this task will be the “Whats”. The Content we created, what we did on air, on the web, in meetings with the community etc. But I don’t think that only talking of the “what” will be very helpful. I think that it will be the “how” that is the real secret. The “how” will be about the new culture – the new set of work and social norms that are behind becoming a convener.

We surely have to become a Convener inside the station before we can have much a of a chance of being the Trusted Convener outside. That is the really hard work. I know that KETC has pulled this off. But how can I tell you about the how. How do you tell another about a new way of being?

This weekend while watching the Olympics I had an aha about the “How” that I would like to try here with you.

Here is a picture of the Canadian men’s 8 at the Olympics yesterday.

When all the 8 in the boat and the cox are aligned – something magic happens. All the effort is applied to the work. When this happens, you feel it. It is almost a spiritual feeling. It’s a form of magic. The boat just flies. You dissolve into a field that is the boat, the 8 and the cox. You are ONE. All friction and resistance is gone.

With a big race and your reputation on the line – the pressure to get aligned is huge – you can feel if one person is not there with you.

This is what it feels like in our KETC project meetings now. It feels like the boat is flying – it feels so good to be with the other members of the boat.

The pressure is there. As the guinea pig for Public Media we feel the eyes of thousands upon us. Upping the pressure to perform seems to help with transformation. Like heat applied to water creates steam or heat applied to iron with other things creates steel.

So creating pressure about results, time and scale is a first step. You don’t go gradually into this – you have to go full tilt.

We had no time. the project is only 3 months long. So there was no time to be incompetent. In the early days we had to re-arrange the boat a bit to get the team that could do the work and do it with the others. We could not tolerate anyone in the boat who could not pull their weight. We acted immediately when it was clear that the mission was being threatened. This is not the pub media way but it is the real community way. Real communities see everything and expect a lot. Real communities are not soft.

But after this initial shift – we know we have the right team. With the right team we build energy and confidence over time. There is a trust and a confidence in each other that has been developed by publicly and transparently experiencing the abilities of the others.

To get this transparency – we have a process that is built around all involved making public commitments.

It has developed by a simple part of the Project Management process – the day starts with asking each other for help. Every day we meet for 30 minutes to talk about what is going on and all the cards are face up on the table. We have learned to be explicit. Not rude but very clear. A very different norm from the past or most organizations. Accountability is fully visible.

This does not seem like the typical meeting that many of us have. It is very operational – what has to get done today and this week. But it is also very social. As trust has built there is also a lot of laughter and banter. The walls of the silos are coming down. We are finding that people who we did not know or trust much can be very helpful and that they can work miracles. Especially when the chips are down.

We have set major milestones and we have surpassed them all. Everyone has been tested in public. By being open – by being demanding in public – we are closer. Nothing is not unsaid anymore. You don’t have to whinge in the washroom. This is more than transparency – this is “clarity”.

So how does this happen? Well we are set up as I now see like an 8. The engine room is of course the department heads – they do the rowing. But it is the project management structure and discipline that makes the 8 go so well. So let’s look at this because all can replicate this.

First of all we have “Cox”. Not the project sponsor, not the President but the Cox (The Project Manager). In an 8, it is the cox – usually a very small person (Our PM is new and is very young but is an old soul) – who not only steers but who encourages and who works with the crew to respond to threats and opportunities as they happen on the water in the race. He is always pulling us back to the task. He is always asking the awkward question – he is always asking for more clarity. He uses humor and self-deprecation to get his way. But behind him is the power of the coach and the President. He can always use disappointment as power – “Do we really have to go to Jack about this?” usually settles most issues without escalation.

So the PM/Cox not only sets the process tone but also shows us how to use power as a convener. He uses personal power and almost never has to escalate because all the conversations are in the open – bad behavior – is obvious to all – social pressure ensures good behavior.

There is no doubt in my mind that Project Management is a key skill in the operation of a high performing organization. What it does is it keeps focus – it forces accountability – it manages the white space between the silos – for this is where the cooperation is demanded. For a while it all feels forced for this is new. But after 9 weeks it is our new normal.

Of course what is really happening is that the PM is “Convening”. He is holding the kind of open and trusted space that enables groups to work well with each other. The central process at KETC has become Convening.

We are also seeing that the project never ends. There is always complex work that is measured by outcomes to do. That raises another issue. Outcomes and measurement: in the old norm, we were soft on both. Now everything that we do has to have an objective and hence has to have a measure. This again was awkward at first but now is a new normal.

Which brings us to the “Coach”. The Coach in an 8 is not the cox. The coach’s work is all about ensuring that the goals are set and the capability is ready. We have such a role being played at KETC – the project Sponsor.

There is a lot of discipline in the role. The coach is not one of the guys. The coach pushes all the time. the coach has expectations.The coach sees the needs of the whole race/project. She sees how this race/project connects to others. She sees the development needs and she has an eagle eye on personnel. If someone is not working out, she has to deal with this.

Part of her power comes from her appointment. She has been selected by the “Club President”. She can escalate and does over personnel and budget issues. But she settles organizational issues from her position. But not all her power is delegated from the President. She has her own power based on her own achievements. For the coach is also rooted in their own talent. She has deep skills in a key area – Community Engagement. She has a track record of her own in getting tough jobs done well.

Finally we have the club president. He is responsible for the financial envelope – which provides the boat etc. This is a separate role to that of the Coach or the Cox. But in most organizations this person does all of this.

This is what I mean by Top Down organizations being political. They tend to be like medieval courts, where factions compete for influence and power. All the work happens in the corridors or in secret. Little is really visible. All in the end is decided by the King.

What is happening at KETC is that all the key work is now taking place in a process that is fully transparent. The President can look at the boat in the water and see all the workings. Accountability is clear.

• Each rower has his or her part and they have to be visibly working with the rest of the 8.
• The cox’s ability to get the boat running optimally in each race is clear to all – especially in the boat itself.
• The results of the boat belong to the coach – her role is clear.
• The resources for the club are the President’s role – and he is delivering and he also sets the tone.

The President in our case, asked the team for it all. He wants Gold in an Olympic setting and he asks for nothing less. In asking for all, he is getting it.

So that’s my metaphor. If you run your organization like a rowing team, if you set up the key roles as you find in a rowing team, you can make the shift inside from 1.0 to 2.0.

The irony is that the 2.0 world is more disciplined than the 1.0 world. But as you can see much of the discipline happens because of visibility and clarity. It’s like being in a small town. What you say and what you do can never be a secret. So your word and your actions define you. In a small town you also have to help each other.

In the 1.0 world of the huge city – there is little social pressure. All is anonimity. So there have to be rules and policemen and gaming the system.

Installing the kind of Project Management Process that we are using at KETC gives you a good shot at making this shift.

It is the hope of CPB that Public Media can do more to serve its country than offer great content alone. It is our collective hope that by learning how to do what we are doing now well, that Public TV and Radio can serve the public by acting as a convener of Trust for the community – so that we can draw on the great and latent power that resides in all local communities to take action themselves to solve the great problems that confront us.

Our hope is that our one station in one city can offer enough experience that in the fall many more can join in the work and that soon we may have a national effort underway.

Here is an update as to how we are starting this work.

First of all – we had to settle on what could be our objective? What could we do that was both possible and legitimate to help? What was the “problem that could be solved and what did we really bring to the table?

What we hear is going on that can be remedied is this. Many people can be helped to stay in their homes. BUT to be helped, they have to act very quickly. Days make a difference. The barriers to these people getting the help that will save their home are these:

* They don’t know where the safe help is. They are surrounded by sharks waiting to feed off them
* They are often frozen by shame and fear.

We can connect them to help that they can trust. We can use our power as story tellers to help break through the shame barrier – we can show that they are not alone and that there is hope. We have decided that we can and that we have to be the “Connector” – connect people that can be helped to the help that can be trusted. We have to connect the help to the help, so that it can be more powerful.

So for those who can be helped, maybe 30% of the total, the issue is Trust. They have to know who they can trust in a situation where they have had all their trust in financial advice destroyed.

So one of our aims is to “reveal” the Nodes of Trust in St Louis. To reveal the hidden network of help. To reveal this network not only to those who need it but to those that who are part of this network of help and trust. We are going to use who we are – the most trusted organization in the City – to use our power of media to reveal a hidden part of our city – the network of Nodes of Trust that exist in St Louis. Over the last 2 weeks we have been convening meetings in our studios of the leaders of these organizations. Many of these people had never met before.

We are going to do our best to connect these people enough to each other that the latent power of this network of Trust becomes manifest and real.

View Larger Map

Just as KPBS used Google Maps to show the extent and the nature of both the fire and the help – so we plan to do the same. With by the way the active help of KPBS and Google Maps. This is our first shot.

Our hope is that the community will help us produce the definitive map of “help” and “Trust” in St Louis. Our hunch is that each community has a map of trust – the Bosnians, the African Americans, the Hispanics etc. Our hunch is that these Nodes of Trust are even more local and less obvious than the ones we start with – they surely include churches, beauty salons, cafes etc. These Nodes of Trust are real. They exist. They are just for now outside of our vision. If we can reveal them and connect them – then what? What can St Louis really do when the full power of this resource is realized?

Surely every city has this latent network of Trust and local power that can be activated and enhanced by a crisis and by a convener who has no ax to grind?

So much of this work is different from Broadcasting – we are drawing on the years of experience in the station of outreach and on our position in the city as being part of the community to work face to face with those who can help to enhance their efforts. Our key local partner in this is the United Way who run a funnel into the network of help via their 21 number.

But even with help available, what about the issues of fear and shame that block people from seeking help?

Here we use our power as story tellers. Fear and shame can be overcome, if we can see that we are not alone and that forces beyond us have been and are in play. Here video and TV have an unparalleled power to tell story and to connect. Here is a link to our YouTube Channel where we will have many many many stories. We will be broadcasting interstitials (one minute items), 6 minute items and long format shows. All that we broadcast will be put up on our blog, on YouTube and Facebook

Is the problem just about people losing their homes? No!

We are starting to see that the real problem is the ripple effect of people losing their homes on the entire fabric of America. As vacant houses destroy the value of the rest of the street, as ruined streets destroy a community, as ruined communities destroy a city, as ruined cities destroy the state – we see that this is like the flood in New Orleans. Cities and then states become socially and then economically gutted.

The tragedy is greater than the loss of a home and the dream for a family. This is a cancer that threatens the nation. As such, being self righteous and blaming others and thinking that the pain can be limited to to the guilty, is to be short sighted.

We have to be the story teller about “The Ripple Effect”. Many think that they are OK. Many think that we should do nothing to help the stupid and the ill informed.

But we are learning that such an attitude is like blaming people who have typhoid. There is a “dis-ease” spreading. The impact of this crisis on the few will affect the many. We cannot stand by and think that we will be OK. This is like America in WWII. For what happens in the “other neighborhood is going to affect us and the whole world. So as Ed Murrow, the spiritual father of Public Service as a broadcaster, told the larger story of the war from the Blitz in London, so we at KETC have to tell the story of the larger Ripple Effect of the housing crisis on our city and state.

Again – here we use our TV channel and all the power of social media. Here we also convene meetings with people who don’t normally meet and we are asking them to work together to understand the full risk and power of the Ripple Effect.

Here we give our voice on TV and on the Beacon to others such as Senator MacAskill to speak to the challenge that confronts us all.

“People are making assumptions that just certain kinds of people are in this position,” McCaskill said. “I think that people’s stereotypes kick in. I don’t think they realize that these distressed homes and families are all over the St. Louis area. From Chesterfield to South County to Warren County and St. Charles, there are homes facing foreclosure.”

McCaskill said the impact of the foreclosure crisis — which analysts predict could reach 3 million nationally — goes well beyond individual homeowners and is undermining the strength of the U.S. economy.

“There is this ripple effect that foreclosures have on the economy that we are focused on. This isn’t about a bailout for any individual. This is about what’s best for our economy so we don’t fall off the table into a full-blown depression,” she said.

“It’s hard for people because they’re used to operating within their lane. Can I pay my bills? And if I can pay my bills, why are we helping anybody who can’t pay their bills? This is not about staying in your lane. This is about our overall economic strength right now as a nation and the things we can do that help the credit markets stabilize, that help the dollar strengthen, that cut out some of the speculation in oil. All of those things need to happen, and this housing bill is just one part of that.”

“What you don’t see in this room are the thousands and thousands and thousands of people who are just like you,” she said to the homeowners in the assemblage. “We estimate up to 20,000 homes in Missouri will face foreclosure before the end of next year. So, imagine if we had 20,000 people in this room what it would look like. You are not in this alone. There are thousands and thousands and thousands of others out there that have the same kind of challenges.”

This is a very long post. I don’t know how to compress our story while it is still being written.

I will post shortly about how we are “Managing” this process – by using social media and total project transparency – but I have a request first.

We need help. In particular we need help from bloggers in St Louis. I know you are out there. You are surely also part of the Nodes of Trust in St Louis. You too are the unseen network of trust in the city. Please some of you contact me so that you too can become visible and that you too can help your city and your state in this time of great need.

So this then is the context for our work.

We are going full tilt to the end of August to learn how to connect people to help. To learn how to help the help become connected so that they can offer more and better help. To learn how to tell the bigger story of the Ripple effect so that those with the power to help at this level can also locate their power and apply it. To be the beta test site for public media so that we can extend this work nationally.

At the end of his speech to congress after Pearl Harbor, Franklin Roosevelt said this:

With confidence in our armed forces—with the unbounding determination of our people—we will gain the inevitable triumph—so help us God.

Maybe we can modify this call to hope and to the determination of the people and say:

With confidence in our communities—with the unbounding determination of our people—we will gain the inevitable triumph—so help us God.

Well it’s more than a dream now – CPB is funding just such a Mashup – The beginning I think of the key new force in public media – a Real Network of Many to Many.

Many of us had had a problem wit the term “Network” in Radio and TV. What it really means is one powerful producer using a system to distribute its product. Of course a real network is a diverse multi node system that where many nodes add value to the whole.

This is what is being “born” in Public radio and TV. Our hope a year ago was that the Election would be a powerful enough incentive to help the current large players to grit their teeth and really share and work with each other. This is working.

Here is Andy Carvin with the story.

Earlier today, NPR and its partners announced that the Corporation for Public Broadcasting is awarding more than $1.3 million dollars to a consortium of public media organizations to expand our coverage of election 2008 across multiple platforms. The consortium, led by NPR and including American Public Media/Minnesota Public Radio, Capitol News Connection, KQED, PBS, PRX, PRI/Public Interactive and The NewsHour, will work together to produce election-related content and interactive tools available to the entire public broadcasting system.

“By pooling content produced locally and nationally — for radio, television, and online — we will discover new ways of doing business to better serve the public,” said NPR CEO Ken Stern in a note that went out today to the public radio system. “We are pleased to have succeeded in coming together to deliver on the commitments made at the 2007 Annual Meeting.”

“This grant underscores CPB’s support of innovative projects that move public radio and television into the digital future so they can help individuals better connect with their communities wherever they are,” added Pat Harrison, CPB President and CEO. “This ambitious project will provide us with new ways of looking at how we serve the public on existing and emerging media platforms.”

The basic premise of the project was built around a simple reality – many public broadcasters were planning to create on air content and interactive modules for their websites, but we didn’t have a structure in place to work together during the election cycle. Around a year ago, NPR and PBS began conversations around editorial partnerships for the election, including the creation of an interactive map that would work on both of our websites, as well as on the TV show NewsHour. While that conversation was taking place, I co-organized a group discussion at the February 2007 Integrated Media Association conference for public broadcasters to talk about the Election 2008 social media plans and how those activities might be replicable across the system.

The conversation kicked into high gear at NPR’s annual meeting last April, where you may recall I blogged about some of the ideas that were brewing among those of us present at the event. We organized breakout conversation in which we laid out what was at stake and how we might collaborate. It didn’t take long to realize that we had an opportunity that might quickly slip through our fingers if we couldn’t get our act together. We needed to pull together a SWAT team and get to work……….

Now with NPR Music – we are seeing a real network emerging. With a real network, there will come the network effects for all concerned.

Gillette pioneered a business model that still works well in many areas of modern life. Sell a complex tool for a very low price and make your money on the refills – in this case the blades.

Most cellphone makers partner with the networks who in effect “give away” the the phone for the service.

All of know now to be careful when we buy a “cheap” printer. It’s the Ink that will cost us.

So now the same guys who make the phones and the printers are working to create the same model for high end expensive Plasma and LCD screens.

“We already all have beautiful HD televisions. How do you differentiate?” said Bob Scaglione, senior vice president for marketing of Sharp’s American arm. “One way to provide some really unique differentiation is to provide new content.”

“That’s why we’re fighting to find the right content providers.”

The world’s biggest television makers announced a series of partnerships with media companies that will allow delivery of Internet content like videos, news feeds, weather and sports directly to the TV, without the intervention of a PC to complicate matters and confuse consumers.

Sharp unveiled deals to provide weather, stock quotes and comic strips. Samsung Electronics has a deal with USA Today to provide news, weather and stock information straight to its TVs. Panasonic showed how its TVs will pull down YouTube videos and images stored on Google’s Picasa service.

The companies also announced a handful of new televisions capable of receiving Internet content — over Ethernet or wireless connections. But to the insiders here, the electronics show 2008 was less about the products than the partnerships.

The deals are just the beginning, the TV makers hope. They say they are a hint of what could become a new and intimate relationship between the heretofore isolationist hardware makers and upstart creators of Internet content. (NYT)

This is what the Netflix/LG deal is about that I wrote about here a few days ago.

In a small meeting with journalists, Toshihiro Sakamoto, president and senior managing director of Panasonic, the American brand name for the home electronics of Matsushita Electric Industrial, said the company must do a better job of working with content providers. “Without them, we can’t make a big TV,” he said.

In other words, his television sets, no matter how big (and Panasonic displayed a 150-inch monster), will not compete unless they are better integrated into the content food chain.

In the longer term, a more direct relationship with content providers could give them a little more strength in negotiating with cable companies that are still the main pipeline of premium content.

In the immediate term, it might give them a cut of revenue from the delivery of content. Jeffrey Cove, vice president for technology and alliances at Panasonic, declined to discuss the financial terms of the company’s deal with Google’s YouTube and Picasa. But he did say: “We’re the collectors. We are providing an outlet for eyeballs.”

If I was a senior person at PBS and CPB, I would be wondering what I could do in this new context.