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Press Corps - World Model United Nations

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surface articles that do not benefit it—consumers<br />

and experts alike have no solid reason to believe<br />

that. in fact, the truth is far more mundane. it has<br />

everything to do with the nuanced competition of<br />

Google’s economic desire to give us what we want,<br />

versus the public sphere’s mandate to give us what<br />

we need.<br />

To build a product that more closely aligns with<br />

users’ expectations, Google has spent years modifying<br />

Google may be the biggest public discourse gatekeeper in the<br />

history of communication.<br />

its algorithms to give more weight to results that<br />

meet certain qualifications within an individuals’<br />

personal context, ranging from the obvious, like<br />

language and geographic region, to the esoteric, like<br />

browsing history and Internet service provider. Even<br />

when not logged into a Google account, the service<br />

still uses dozens of signals to determine the results<br />

it serves. This matters because personalization, by<br />

design, returns information specific to the individual<br />

looking for it. In other words, the more data a user<br />

deposits in Google’s vast repositories, the more likely<br />

Google is to offer results that align more closely to<br />

that user’s apparent mode of thinking. That pattern,<br />

critics fear, creates an echo chamber that blinds users<br />

to alternative perspectives and necessarily weakens<br />

their ability to participate in the public discourse.<br />

Habermas wrote that in the public sphere, in its ideal<br />

definition, “access is guaranteed” to all citizens. 11<br />

Personalization threatens that egalitarian principle by<br />

creating spheres shared only by those of like minds,<br />

with the Google juggernaut mightily guarding the<br />

gate of each.<br />

this information is presented here with an eye<br />

toward both providing background about journalistic<br />

philosophy and fostering a session of critical thinking<br />

about the values each agency at <strong>World</strong>MUN should<br />

adopt. At the beginning of the conference, you<br />

will work with the other members of your agency<br />

to adopt a set of guiding values and group norms,<br />

which will serve the dual purpose of guiding your<br />

journalistic output as well as your team dynamic.<br />

Thinking about the importance of the history of<br />

news proves an irreplaceable component of actually<br />

producing it, for understanding where we are today<br />

provides guidance for where we’ll go tomorrow. The<br />

modern example of Google (or another ad-based<br />

search engine) as a gatekeeper is only an example<br />

of the larger historical trend: that large, powerful<br />

institutions, whether governments or private<br />

corporations, generally impose borders on the public<br />

discourse. As a journalist at <strong>World</strong>MuN, your duty is<br />

to open those confines and add new, under-explored<br />

angles to the discussion. indeed, 2013 presents more<br />

tools to do so than ever in human history.<br />

The Modern Evolution of<br />

Journalism<br />

Social Networks Democratize Journalism<br />

the emergent world of internet journalism has<br />

had the dual effect of illuminating new stars while<br />

blacking out many of the old ones. In broad strokes,<br />

print media has suffered greatly from the rise of free<br />

and online journalistic content. In large part, a lack of<br />

foresight doomed many of these old-world outlets:<br />

many papers in the united States alone failed in the<br />

final years of the last decade because they did not<br />

anticipate the precipitous declines in revenues that<br />

offering their content online for free would cause. On<br />

the one hand, print revenues had flowed plentifully<br />

until that point, and on the other, internet access<br />

had not proliferated extensively enough to yet<br />

give them pause. The survivors of that era, like the<br />

Wall Street Journal and the New York Times—which<br />

announced in July 2012 that subscription revenues for<br />

the first time exceeded those from advertising—have<br />

emerged different institutions, ones that compete<br />

with upstarts with minimal start-up costs and whose<br />

business models were never predicated on the idea<br />

10<br />

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