Some thoughts from The Line on why people like former New York Times science reporter Donald McNeil are being given the show trial treatment and why it’s not going to stop quickly:
The New York Times Building in New York City, 1 January, 2008.
Photo by Frieder Blickle via Wikimedia Commons.
The first issue, of course, is a steady weaponization of HR processes and unions. Vehicles intended to fix problems like unfair pay structures, workplace misconduct and lack of due process are being re-deployed as tools of ideological conformity — fuelled by healthy doses of personal dislike and professional resentment.
Make no mistake: there are bad people in journalism, as there are in any profession. Abusers should be rooted out, and there should always be clear processes in place to handle toxic personalities fairly, decisively and effectively. (“Fairly” isn’t a buzzword here — the accused must have rights, too.)
But there has also been a steady lowering of the bar as to what evils warrant an HR intervention. Every newsroom should be a safe place from abuse, harassment and violence — but not from ideas that are offensive. We recognize the entirely legitimate concerns of employees who are from marginalized groups about historic injustices, microaggressions and systemic power imbalances. But being in the world sometimes involves working with people who are simply insensitive assholes. Drawing the line between the merely difficult and the truly dysfunctional isn’t always easy.
Further, many of the complaints now being bandied about are strategic. They are being used to pummel terrified HR staffs and weak, ineffectual managers into compliance with ideological agendas. A staff at war with itself and ever-fearful of the axe is easier to silence and control. Owners have long understood this; it’s a grim irony that our peers have now decided to take up the hood and the blade.
These workplace revolts always boil down to an internal struggle for control. The very concept of where power rests is being challenged by those who think the traditional way of running newsrooms is as obsolete as a classifieds page. Uprisings are about who decides institutional values, and who gets to enforce those values. An entire class of leaders needs to wake up to the fact that they’re three campaigns deep into a battle for their own legitimacy. And they’re losing.
That brings us to the third issue: management. We’ve said this before, but managers need to show some spine. The most consistent theme in all these newsroom eruptions is management either lacking the confidence to assert its authority, or hesitating to do so just long enough to make things worse. Too many leaders have been selected for their affability rather than their toughness. We at The Line suspect this is no accident. Powerful editors, necessary for effective management of staff, are inconvenient for owners intent on slashing said newsrooms. The kind of people who’d be most effective at crushing the odd staff rebellion also annoy the suits. So instead, we get nice people — truly nice people — who know the right folks and subscribe to the right politics, and shy away from embarrassment, conflict, and loss of status. They’re marks.
