Talking to Everyone is a Journalist's Education

Post-election, journalists face bridging social divides, engaging diverse realities.

Vinícius Sgarbe
5 min read

Facing the elected president, whoever they may be, in two weeks, we will have overcome one of the "excuses" for procrastinating perhaps the most important journalistic practice: talking to absolutely everyone who crosses our path. The way the country is divided – which doesn't apply to Paraná, given the governor's reelection and the anti-Workers' Party vote for president – we easily fall into the fallacy that it's better to leave that controversial subject for later, for after this, for beyond that.

We, journalists, may have indulged in elitist choices. When the word "elite" emerges in scientific articles on political communication, a little demon whispers in our gatekeeper ears: "You've made it in life, you've earned it, you're elite". Not necessarily is the demon wrong; it frequently tells us things more reasonable than a psychiatrist. Becoming or being elite, however, would confer upon us an inflexible role, more like Queen Elizabeth than Winston Churchill. Anyway, who's going to talk to those who don't enter the palace?

During elections, disaster coverage, carnivals, and all sorts of falsely urgent matters, we are tempted or coerced into sacrificing anthropological work, investigation, asking "how does what you're telling me happen?".

The lead questions, the famous "who, what, when, where, why, and how", can be answered by well-trained artificial intelligence. Some newsroom activities are so mechanized that advanced websites have replaced reporters with robots – which I think is great. Properly applied, Newsmaking theory can account for this change. But this doesn't address the need for recognition and participation from the people who read or watch us. The public stage we strive to maintain doesn't have legs other than ours, ears and intelligence other than ours.

The first task to be completed after the elections, however you like, is to visit everyone, everyone, those uncles from the family WhatsApp group, unbearable online and lovely as Saint Mary in person. We need to answer their calls, let them explain why they believe the Supreme Federal Court is working to destroy lives, why they believe that tiny little plot seventeen blocks from the beach is going to be "invaded" by the Landless Workers' Movement (MST), but mainly, why they no longer believe what you and I write, record, or present. And when they tell us it's because "the media is all bought", we'll ask: "Don't be upset, uncle, but how does that happen?"

Let me write a little in the solemn tone of the Bible.

Children, do not worship the lack of time. This is characteristic of professions less important and less prestigious than yours. Never answer "Today, I can't go to Basset Burgers with my friends' friends", and never avoid hearing the same story for the fiftieth time. If a story endures fifty repetitions, it must be good. It is abominable, in any case, that professional success ends in unavailability to go to university, to art exhibitions, or to sit in a different circle where one is not the owner of the truth. End of biblical challenge. That's where it gets complicated, sitting in a different circle where one is not the owner of the truth, because, to some extent, we are obliged to broaden our frames of reference. And this would make us lose our role as "judge of the news". We must recognize the little Sergio Moro who lives within each of us, to prevent him from overreaching, to prevent him from feeding and carrying out Operation Car Wash 2. We must strictly forbid ourselves from devouring the State. In the end, the WhatsApp uncle and we journalists have at least this in common: we don't like to feel cheated or underestimated.

When I refer to journalists, I'm writing about the group I consider my professional community. I write, through sober testimony, from within myself. Because I could only criticize in the "other" (to be a little Habermasian) what I was aware of being criticizable, or, furthermore, my criticism could stem from my personal flaws. Or various other variations. But with or without self-criticism, without or with the best way to communicate to our peers that these criticisms are a bitter medicine for our professional future, we are on the same news Titanic.

In the there and then of the past, it was said to each generation of reporters: "A reporter's place is on the street". The idea was that the news was where there was life, where there were buses and poles disrupting the lives of taxpayers, in the crowds of political or union demonstrations. We go out to write about a summer camp and come back covered in mud, playing flood survivor. How great is this profession!

In the here and now, I reinforce: a reporter's place is on all streets, in any space that can be entered. Why did the dog enter the church? Because the door was open. Wherever there are people, wherever there are conversations about difficulty sleeping, about cholesterol levels, wherever they are talking about watercolor painting, about the influence of sea wave measurements on the formation of shells, right there where the "extremes" are (lovely as Saint Mary), in academic discussion, on the internet, of course, at family parties, there must be a journalist who is interested in human life. If a presenter can resolve a family quarrel, they can handle anything on air.

This text is an invitation to one of the foundations of journalistic training, to interpersonal relationships. It is by listening without prejudice that we rearrange the kaleidoscope of the world, that we feel that fresh, perfumed air of what is new, that we free ourselves from bubbles that smell like cages. It is among peers that we test the ideas in our heads, encounter the first resistance or clear opposition, and mature what is not mature enough.

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Older Restaurant Managers 'More Risk Averse', Study Finds

UFSC study shows prolonged tenure leads managers to favour conservative actions.

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16/4/2025

A recent study published in the *Revista Turismo, Visão e Ação* (RTVA) reveals that older managers with longer tenures in restaurants tend to be more risk-averse in their corporate decisions.  The research, conducted by researchers at the Federal University of Santa Catarina (UFSC), analyzed data from over 2,000 restaurants in Europe between 2014 and 2016.

The study, titled "Influence of Management Team Characteristics on Risk Decision-Making: Evidence from the Restaurant Sector," utilized the Amadeus database and employed the least squares method to analyze the relationship between manager characteristics – age, tenure, gender, and team size – and the companies' level of financial leverage, used as a risk-taking indicator.

The results showed a significant negative correlation between the age and tenure of managers and their propensity for risk. Older managers and those who had held the same position for a longer period demonstrated a preference for more conservative decisions, opting to maintain the status quo rather than adopting innovative or risky strategies.

Contrary to some expectations, the study found no significant relationship between the size of the management team or female participation and risk-taking. Although previous research has suggested a possible influence of these factors, the data analyzed did not confirm this hypothesis in the specific context of the restaurant industry.

The authors suggest that the risk aversion demonstrated by more experienced managers may be related to the prioritization of stability and the reputation built throughout their careers. Familiarity with the sector and a concern to preserve accumulated gains may lead them to avoid decisions that represent potential threats to the business.

Implications for the Sector

The study's findings have significant implications for restaurant management. The research suggests that the composition of the management team can directly influence the strategy and performance of companies. Restaurants with younger managers may be more willing to innovate and take risks, while those led by more experienced managers may prioritize stability and financial security.

Next Steps

The researchers highlight the need for further studies to deepen the understanding of the relationship between manager characteristics and decision-making in restaurants.  Investigating psychological factors, such as individual risk tolerance, and analyzing data from a longer period could enrich the discussion and provide more precise insights for the sector.

Journalism 'Suites' Linked to Falling Trust

Lack of updates and context erodes reader trust.

Tempo previsto
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A journalistic suite is the continuation of a news story in new articles that update previous ones.  Something like: "Two people were injured in an accident"; then, "Men injured in accident undergo surgery"; further, "Men injured in accident discharged from hospital"; and finally, "Company responsible for accident involving injuries fined." All these sensational headlines relate to the same original event.

Not every type of news warrants a continuation. Some events and accomplishments have the momentum for a single appearance.  However, to appear once or several times in the newspaper, the "thing" must truly be news, which basically means it's not advertising or propaganda – but that's a topic for another time.

In terms of format, a suite is no different from a new news story. After all, a continuation only exists when a new fact is revealed. But it's in style, from what I've observed, that the "marmita das suítes azedou" – meaning why they've lost momentum in recent years.  ("Marmita das suítes azedou" is an idiom meaning roughly that the suites have gone stale or lost their appeal).

Let's take a police investigation as an example.  Journalism of both good and poor quality is interested in criminal stories. However, in both types of quality, a flavor of vice remains, perhaps originating from the pleasure of "scooping" (when a journalist is the first to report something).  It's a haste that hinders more than it helps: not infrequently, versions are presented that collaborate with a story one wants to tell, which may have nothing to do with what actually happened.

Telling the Whole Story

In the case of Armed man threatens Black youth in São Paulo, and police officer refuses to act because she's 'off-duty'; watch video (sense-based translation), for example. This is a story that quickly captured the attention of journalists and the public because a video proves not only the omission of a police officer but also her aggression against a young man. Here, whether the police officer was right or wrong is not under discussion. At the same time, due to the lack of suites, the broader context of the three-minute video was missing.

A story told because of its intriguing nature can yield minutes of viewership and an increase in website visitors. However, without continuity, it's shooting oneself in the foot. In 2023, the Reuters Institute's Digital News Report identified that Brazilians' trust in journalism is 43%, a decrease of 19 percentage points since 2015. Statistically, the downward trend may reach 41% in 2024. In this scenario, all resources of intelligence and integrity are welcome to improve these numbers.

Suites are an opportunity to assure the public that editorial choices represent, even if against the majority view, the vehicle's commitment to a story told from beginning to end, with all its nuances. For this, the editorial line as a whole, and even more so the reporters and editors, must approach investigative activity with the detachment of recounting things as they are, and not as they should be.