Newsroom principles served me well

Jim Buckell muses on how his background as a journalist influenced his approach to group work

We bring our life experience to all the roles we take on. My background as a journalist has proved useful in my work as a facilitator and collaborator. After several years working with groups, I came to realise this is especially the case in managing my fears.

Journalists have to navigate some tricky stuff when we publish information others would prefer remains hidden. One of the biggest fears is that If we get something wrong, or draw conclusions that are not supported by the evidence, we can be sued. Or we may be forced to publish a correction or apology. This can be costly financially and/or damaging to our professional standing. So we learn how to navigate these fears and manage the risks.

I’ve been reflecting on fear, on risk and on reward, and how I’ve drawn on my experience in newsrooms in my work at Groupwork Centre. Over the years I picked up some helpful tips from colleagues. Here’s a few I’ve found useful in all kinds of tricky situations.  

Great sayings (principles) I picked up in newsrooms

The following guiderails can be helpful in life and in other jobs.

1. The three rules of journalism: never assume, never assume, never assume

These rules speak for themselves. Check everything. Reputations are at stake, including your organisation’s. 

In groups, just as in the newsroom, assumptions can be your worst enemy. We avoid them by asking … Did you get that last point? Do you understand the instructions for the exercise? Did I explain that well enough? You only need to be caught out once or twice before you learn to read the room and ascertain how the group is travelling.

2. Follow the money

Money equals power in business and many aspects of life. People acquire and use power to advance their interests, which usually means the resources (money) available to them. Following the money trail is one of the best guides to track who’s benefiting in any dodgy deal. 

In organisations and in groups, we can determine a lot by looking at who has power, who wants more of it and how that dynamic plays out. Deep divisions often occur when power is hoarded and not shared. Control is determined by who makes and implements decisions. 

We aim for “power with” rather than “power over”. There are many ways to distribute power more evenly: a clear and agreed collaborative decision-making process is a good place to start.   

3. We play the hand we’re dealt (that’s our job!)

As journalists seeking information or comment on a newsworthy event, we try our best to locate reputable sources. We verify reports about what happened and seek comment from key players. Often, things don’t go to plan. People don’t always co-operate, or they may withhold important information. If we feel we have sufficient evidence without them we will publish what we know, regardless. Our job is to throw light into dark corners for the benefit of the public.

As facilitators, in groups and in work teams, we seek to hear from everyone affected by a decision or development. That process may be tricky or disrupted if there are strong views and heightened emotions on display. We have to work with this dynamic to help the group “sit in the fire” and return to their objectives when they are ready. We sometimes call this dynamic “dealing with what’s in front of us” (rather than ignoring it and allowing it to erupt in damaging ways later). 

This is not so different from playing the hand we’re dealt. All workplaces and homes face challenging scenarios. To get through these, we work with what’s available to us. Fortunately, bottomless cups of compassion and generous dollops of goodwill are always on hand. We add them to the mix to help us balance individual needs with the broader needs of the group so we can work towards the best outcome for all. We ignore the telltale dynamics of conflict at our peril.

4. Don’t try to control the uncontrollable

In the newsroom we learn to let go of a piece after it’s published. Just read the comments online if you want to know how far it will travel in directions you never thought of! 

In a group, not everything can be resolved quickly. Being clear about our purpose, our role, our authority and consciously coming from a place of principle will guide us safely when we hit a hot spot. Acting in fear of unforeseen consequences is unhelpful. We can cross those bridges later. When we are rattled by challenges, the heat we all feel is where our attention needs to be.

5. Publishing something someone else wants hidden (news) or an opinion of any sort (comment / analysis) will upset or offend some people

Accept that, don’t fight it. Organisations that mainly publish content marketing on their website or newsletter (to drive sales) need to understand the risks and rewards if they venture into discussion of current events. 

In groups, we know strong emotions will likely arise when strong views are expressed. We also know the rewards can be many when we dive into underlying conflict – and although the risks can be mitigated they can never be completely avoided. Navigating these tensions can take time and will temporarily distract you from the task at hand but tending to these needs has a powerful impact. Working through differences effectively will build the resilience the group needs to be a strong team where people support each other, no matter how tough things get.

6. Listen really well when the editor calls you into their office

This makes them feel heard, which is the first step in any tricky negotiation or conflict resolution. Stand your ground while taking onboard their concerns. Almost always there’s a solution that will sufficiently address their needs while not abandoning yours. It’s your job to find it. 

Similarly, we try to find the common ground when there are disagreements in groups. There’s always much more that binds us than separates us. We can see and feel this more clearly when we dig below the surface tensions. Finding that space and pausing there for a while allows us time to come to a workable solution.   

What are the takeaways?

Journalists are immersed in controversy, disagreement and conflict. It’s our bread and butter. Facilitators are trained to capture these critical moments in a group, but the people we work with often are not fully aware of the tricky dynamics they can create when things get rocky. It’s our job as facilitators to gently point this out and help guide the group through. 

Be prepared for disagreement and commotion 

Reporters know that disagreement is part of the rough and tumble of uncovering things that are deliberately hidden from scrutiny and, more broadly, of discussing big or disputed ideas. 

Facilitators understand that conflict is inevitable at some stage when two or more people work together. That should never stop us from reflecting on what's going on during these times and considering our options together when a group is divided. The group will appreciate these efforts when we’re done, even if there is discomfort along the way.

Welcome a range of voices

Reputable news outlets do this in their news coverage, and by inviting feedback via a variety of means: online comments, letters to the editor, or by accommodating alternative views in their opinion section.

Collaborative organisations do the same. We welcome diverse opinions and show we value them by validation, and by giving them space. Sometimes we need to remind ourselves that sidelining an idea or an opinion because of fears that it may offend or alienate some people is usually counterproductive. We earn respect by showing that we value free speech. 

This is not an invitation for trolls or hate speech. We always operate within the firm boundaries we have set in our values, principles and agreements. Ideally, these preclude violence, abuse or discrimination on the basis of ethnicity, gender, sexuality, faith, wealth or status, diversity or ability. 

At GC, for example, wearing our facilitation hat, we always welcome new ideas, differences of opinion and dissenting voices. Our job is to help the group find the gifts, the offering to the group, in an outlying point of view. Equally, these principles can be applied to our internal decision-making and to our external communications, especially when we venture into contested territory or polarised views.

Conflicts and heated disagreements are always tricky to navigate. But we know from experience that when we engage with compassion and with our many tools at the ready, it is always worth the effort. This is when the magic begins to happen!

As a final thought…

How does your background influence your approach to facilitation?

I set down these thoughts because often we pay scant attention to the influences and experiences we bring to a task. We bring our whole selves to any situation we are in! It leads me to wonder how your background influences the way you work as a facilitator or a collaborator. If you are a Groupwork graduate and have a story to tell along these lines, we’d love to hear from you. 

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