Does Copy Matter Less On The Web?

A survey was just released by the Columbia Journalism Review that says copy standards are severely lacking on magazine websites. A survey of 665 online magazines found that copy-editing requirements online were less stringent than those in print at 48 percent of the magazines. And 11 percent did not copy-edit at all.

When it came to  fact-checking 27 percent used a less-stringent processes than print and 8 percent did not fact-check online-only content at all. And 45 percent of the websites change factual errors without letting readers know they had it wrong. The chairman of Columbia Journalism Review indicates that lower copy standards are a trade off for speed. You have to be there first to get traffic and traffic sells ads.

Does quality copy count on the Web? If online journalism is all about speed and scoops then maybe we are headed back to an era of Yellow Journalism. Yet this time its not being built upon the backs of the Penny Press. It is being built because of the free digital press.

The term kairos has a varied history, but generally refers to how context constrains one’s speech. Being aware of kairos makes a writer take into account place and time and audience. Words within a specific context should be effective and appropriate at that moment.

Does that mean that writers would take into account the context of web and lower their copy standards for digital applications?

The term kairos has a varied history, but generally refers to how context constrains one’s speech. Being aware of kairos makes a writer take into account place and time and audience. Words within a specific context should be effective and appropriate at that moment.

Does that mean that writers would take into account the context of web and lower their copy standards for digital applications?

Toyota Apology-athon

All this press over the Toyota recalls made me think of 1982 Tylenol crisis where people were reported dead after taking extra-strength Tylenol capsules. On of Johnson and Johnson’s crisis management techniques was its quick  and total response. J & J made it clear right from the start that they put people over profit through an immediate sincere apology and aggressive recall action.

Toyota has sent the opposite signal. They were slow to apologize and slow to react. At first they the press couldn’t even track down CEO Toyoda. Not thinking the crisis was important enough he remained at a World Economic summit in Switzerland where he only made a brief comment because the press forced him right before he sped off in an Audi.

He made his first official public appearance only after two weeks of the company facing a growing crisis over the safety and quality of its vehicles. At the press conference he apologized for the problems that led to the company’s recall of more than 8 million cars, but did not announce any solution for brake problems of its popular Prius hybrid. At a later date Toyota ended up announcing additional recalls on the Prius.

Then Mr. Toyoda apologized again but said he was not going to testify before congress. He delegated that responsibility down to the heads of the U.S. operations. But then later he apologized again saying he changed his mind and would testify. If decisiveness builds confidence Mr. Toyoda is doing the opposite.

Instead of acting quickly and aggressive to show that they put public safety first Toyota has taken a wait and see approach every step of the way giving the public the impression that they will only do what the public forces them to do to protect every bit of profit it can.

Instead of Toyota affirming their company’s concern for their customer’s safety with immediate apology from the company’s leader and aggressive action they now have that president testifying before Congress defending his company’s reaction to the crisis and trying to convince the public that his repeated apologies are sincere. But I don’t think the public is fooled. Actions speak louder than words (“Toyota Chief Hammered by Lawmakers Despite Apology” 2010).

How much money and time did the company invest to get Five Star Crash Ratings? What is it worth now?