“Newsroom” Items

21st Century Journalist, a 1994 Blueprint

Generated by AI, Edited by Human

In 1994, the Associated Press Managing Editors (APME) and The Freedom Forum released a wide-ranging, thoughtful report titled “The 21st Century Journalist.” This was not a position paper or a brief memo—it was a substantial, internally distributed document designed to challenge assumptions, spark discussion, and encourage newsroom leaders to rethink what it would mean to be a journalist in the decades ahead.

Though written well before the digital revolution took full hold, the report foreshadowed much of what would come—and in doing so, offered one of the most complete early frameworks for how newsrooms could evolve.

The report is organized around key themes that redefine the identity and work of journalists—not by platform or format, but by values, skills, and institutional alignment.

🔹 Continuous Learning as Core Identity

“The 21st century journalist must be a learner—for life.”

The document highlights that a journalism degree is merely a starting point. True professionals must embrace ongoing training and adaptability—not just to technology, but to changing audiences and responsibilities.

🔹 From Individualism to Teamwork

“The future newsroom will reward those who share, not hoard, information.”

Rather than lionize the lone-wolf reporter model, the report champions collaboration across roles and departments. Future newsrooms are portrayed as interdisciplinary teams that must operate with trust and shared goals.

🔹 Strategic Understanding of the Newsroom Mission

“Journalists must understand the why behind their work—not just the how.”

The 21st-century journalist is described as someone who connects their work to the overall strategy and purpose of the organization. Curiosity is not enough—journalists must be mission-driven.

🔹 Comfort with Uncertainty and Change

“They must work without a map.”

One of the report’s most lasting ideas is that future journalists will operate amid constant change—technologically, economically, and culturally. The best professionals will be those who can experiment, adjust, and remain effective even in ambiguity.

🔹 A Deeper Commitment to the Audience

“The journalist must care about the reader, and the reader must know it.”

The document anticipates the rise of audience-first strategies, long before the formal creation of roles like engagement editors or audience producers. It promotes humility, listening, and service as journalistic traits.

Contributors and Leadership

The 21st Century Journalist report was developed under the leadership of two APME committees—Journalism Education and Newsroom Management—and supported by The Freedom Forum. Among the key contributors were:

  • Pam Fine, Managing Editor, The Indianapolis Star, who chaired the Journalism Education Committee.

  • Tom Kunkel, then with The Freedom Forum and a respected journalism educator and author, who helped frame the initiative and facilitate dialogue.

  • Kathy Best, Assistant Managing Editor, The Seattle Times, who helped guide the Newsroom Management Committee’s contributions.

  • Debra Hale, Editor, The Herald-Times (Bloomington, IN), and a key voice in translating management perspectives into newsroom action.

  • Doug Fisher, then with The News & Observer, who contributed to the emphasis on training, flexibility, and institutional learning.

These individuals—along with others across participating newsrooms—played a vital role in developing a report that was not only aspirational but rooted in real newsroom concerns. Their collective insights shaped a practical, values-based framework for rethinking journalism in the digital age.

2025 Retrospective

Three decades after its publication, The 21st Century Journalist stands out as a foundational document in journalism’s digital transition. Long before newsrooms adopted CMS platforms, hosted webinars, launched newsletters, or experimented with social media, this report correctly identified the professional transformation that would be required.

Today’s most successful journalists and media organizations reflect the report’s values: they are team-based, adaptable, deeply audience-aware, and committed to lifelong learning. Moreover, the report’s tone—serious, pragmatic, and forward-thinking—contrasts with the panic that often marked later reactions to disruption.

This report wasn’t just ahead of its time; it was deeply humane. It reminded newsroom leaders that technology would not be the solution or the problem—people would be. And how those people learned, collaborated, and cared would determine the industry’s future.

Techno-Evangelism in the Newsroom Revisited, 2025

[This post was written with the help of AI (ChatGPT) under the direction of Howard Finberg, using original materials from the 1993 SND workshop.]

In October 1993, Howard Finberg, then a senior executive at Phoenix Newspapers, presented a bold and forward-thinking call to action at the Society for News Design (SND) workshop in Dallas. His message? Technology alone doesn’t transform journalism—leadership does.

In a trio of materials—his presentation slides, a one-page manifesto, and an adapted quiz on “techno-types”—Finberg introduced the concept of techno-evangelism. This philosophy positioned newsroom managers not just as adopters of tools, but as cultural guides capable of leading staff through the disruptions of digital transformation.

“Technology is not hardware or even software,” Finberg emphasized. “It’s about workflow—how people work, how information moves, and how decisions are made.”

A Culture Shift, Not Just a Technical One

Finberg’s insights in these documents reflect a growing realization in the early 1990s that digital change was not just about adding computers—it required restructuring editorial thinking and habits. Drawing a distinction between evolutionary changes like hot type to cold type and revolutionary changes like digital publishing, Finberg argued that this moment required newsroom leaders to step into the unknown.

“Techno-evangelism means finding a leader who will take risks, become a teacher, shoulder responsibilities, and be willing to go wandering in the ‘desert.’”

That metaphor—a lonely figure advocating change in a skeptical environment—was not accidental. Many newsroom leaders at the time were still uneasy with even basic digital tools. To address this, Finberg included a humorous quiz that helped participants identify if they were Techno-Phobes, Techno-Boomers, or Techno-Wizards. His approach was thoughtful but practical, focused not on hype, but on education and empathy.

Connections to Other Work

This presentation links conceptually with Finberg’s earlier and later work:

Across these efforts, a consistent message emerges: people, not platforms, determine whether technology succeeds or fails in journalism.

AI Conclusion 2025
As we revisit this pivotal moment through the lens of the Digital Futurist archive, it’s clear that Finberg’s guidance still resonates in today’s AI-infused media world. The same challenges he identified—skepticism, organizational inertia, and the need for cultural leadership—are present again as AI tools enter the newsroom. Institutions like The Associated Press have emphasized editorial oversight and human accountability when deploying AI, echoing Finberg’s focus on workflow and responsibility. The New York Times and other major media organizations have released AI principles that stress the central role of editorial judgment. Meanwhile, journalism philanthropy groups such as the Craig Newmark Foundation have emphasized training, transparency, and newsroom culture as essential to successfully integrating new technologies. Finberg’s vision—of leaders willing to explore, teach, and humanize technological change—continues to offer a roadmap that is as relevant today as it was in 1993.

Impact of Technology on Newsrooms, 1993

In a forward-looking presentation at the Seybold Conference in San Francisco in 1993, I explore the transformational impact of digital technology on the newsroom. Speaking in 1993, at the dawn of the digital revolution, I emphasize that technological change isn’t just about adopting new tools—it’s about fundamentally rethinking how journalism is practiced, how newsrooms are structured, and how people work together. The shift to digital, I argue, is not just evolutionary but revolutionary.

Key Points

  • Circular Workflows: Traditional linear production is giving way to a more collaborative, integrated process where editing, design, and content development happen in tandem.

  • Hybrid Roles – The “One Journalist”: Roles are blending. Journalists increasingly need to be multi-skilled—handling editing, layout, design, and even multimedia (audio, video, fax).

  • Organizational Shifts: Old org charts no longer reflect reality. The focus is moving toward fluid, cross-functional teams rather than rigid editorial silos.

  • Technology = Fewer Machines, Bigger Changes: While digital tools reduce hardware needs and cut costs, they also force reevaluation of workflows and staffing.

  • Tech is About People: Choosing the right tools starts with understanding how people work and how tasks flow. The goal is to enable, not restrict.

  • Leadership Through Learning: Managers must lead by example—learning new tools themselves, supporting their teams, and helping leadership embrace change.

  • Evolution vs. Revolution: Recognizing the difference is key. Shifts like hot type to cold type are evolutionary. The move to digital production is revolutionary—and demands a new mindset.

The file is a PDF of the presentation slides.