Innovative Communication Audit - The Sojourn

_________________________ Something new just for you. _________________________

Communication Audit
The Sojourn

_________________________ Something new just for you. _________________________2

M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Table of Contents
Executive Summary
Background……………………………………………………………………………… 3
Purpose ………………………………………………………………………………..… 3
Assumptions …………………………………………………………………………..… 4
Procedure and Participants ……………………………………………………………… 4
Methods ……………..…………………………………………………………………... 5
Planning …………………………………………………………………………………. 5
Results ……………………………………………...…………………………………… 5
Summary of Findings ………………………………….………………………………... 6
Analysis of Responses ……….…………………………….…………………………………… 6
General Observations ……….……………………………….………………………………… 13
Action Step Recommendations …………………………………..…………………………… 15
Personal Reflections …………………………………………………………………………… 17
Appendices
- Appendix A: Organizational Chart ………………………….…....……………….…… 18
- Appendix B: Network Analysis ………………………………………..…..………….. 19
- Appendix C: Interview Template ……………………………………………………… 20
- Appendix D: Interview Transcript …………………………………………………….. 21
- Appendix E: Focus Group Template ……………………………………………..……. 51
- Appendix F: Focus Group Transcript …………………………………………………. 52
- Appendix G: Survey Questions and Responses ………………….…….……………… 54
- Appendix H: Meeting/Observation Notes ………………………….………………….. 74


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Executive Summary
Background
The Sojourn is a student-run newspaper, specifically crafted for Indiana Wesleyan University
and the Marion community. A printed edition is released bi-weekly with online submissions
being uploaded to The Sojourn’s website frequently. Students write and take photographs for
many types of stories varying from campus news, Marion community news, sports,
A&E/features, and opinion pieces. The mission statement of The Sojourn is: "Providing
responsible, professional journalism to the students, faculty and staff of Indiana Wesleyan
University and its surrounding community in Marion, Indiana." This student-run newspaper is
one of the main sources for news on the Indiana Wesleyan campus.
Purpose
The main purpose of this study is to gather and analyze data based on various methods,
specifically focusing on how communication within the organization affects the organization as a
whole. This communication audit will focus on:
1. Finding and analyzing current communication strategies and operations within The
Sojourn
2. Identifying the effective communication processes within the organization
3. Identifying the ineffective communication processes within the organization
4. Offering recommended action steps and personal reflections that may improve
communication within the structure of the organization internally and externally
By developing the purpose of this study, it will allow The Sojourn to alter their communication
processes to assure a future of improved communication and overall organizational health.


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A. Campbell
K. Hernandez
D. Radford
K. Reed
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Assumptions
The following are assumptions made in regards to The Sojourn’s internal communication:
1. The Sojourn has strongly implemented and highly practiced internal communication
channels.
2. There are communication barriers between different sections within the organization.
3. The organization operates with a hierarchical system.
4. Summer training is not effective for staff members.
Procedures and Participants
Throughout the semester, Innovative Communication used many procedures to gather the
required data. The participants varied throughout the collection of the data. We began by
observing the weekly meetings of The Sojourn. These observations were done for almost two
months. Next, we collected data using a survey. The Sojourn staff, and the lab and practicum
students, were the participants. The survey consisted of 56 questions, in which we received a
total of 14 responses. The third step that we took to gather our data was to conduct interviews.
For this section, a total of 6 interviews were conducted, lasting 30 to 45 minutes each. The
participants for this were the Co-Editors-in-Chief, Editors, a Staff Member, a Designer and the
Advertising Manager. Lastly, a focus group was used as the last step to gather data. This
consisted of nine questions and was directed to the Photographers and the Design Editor.


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Method
Multiple methods were used to examine The Sojourn for themes of effectiveness and areas for
improvement. Questions were prepared and observed through meeting observation notes,
surveys, interviews and focus groups, which can be found in the appendices.
Planning
Before beginning research, Innovative Communication received permission from The Sojourn to
begin the communication audit. A list of employees and lab and practicum students was
acquired for interview, survey and focus group purposes. Through a collaborative effort, those
conducting the audit created questions for surveys, interviews, and the focus group. Interviews
and focus groups were done in person, and the survey was distributed through e-mail. After the
results were analyzed from the interview, questions for the survey and focus groups were
formed. All results were analyzed looking for trends among responses given to the survey,
interviews, and the focus group.
Results
The 56-question survey generated 20 pages of data, and approximately 64 percent of The
Sojourn’s staff completed the survey. Seven interviews generated 30 pages of transcribed
information. The focus group generated two pages of transcribed information. With the results
from theses forms of data collection, Innovative Communication was able to detect certain
themes and actions within the organization. The information that was transcribed in the
interviews, focus group, and survey can be found in Appendices D, F, and G.


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Summary of Findings
During our research, we found that members of The Sojourn desire better training and more
communication on expectations. The relational and internal communication channels are strong
within the organization. It is evident that after auditing The Sojourn, the staff members are
passionate and dedicated to their work. This allows for a pleasant work environment in which
students have the opportunity to grow and learn new skills. Innovative Communication was
pleasantly surprised with the internal communication existing within the organization and were
able recognize areas that could use improvement.
Analysis of Responses
Following is an analysis of the 12 interview questions asked by Innovative Communication to
members of The Sojourn. We conducted six interviews that included the Co-Editors-in-Chief,
Editors, Staff Writers, a Designer, and the Advertising Manager. Provided are corresponding
survey results. See the whole interview and complete survey results in the appendices.
1. How do you attribute to The Sojourn’s success?
Every person seems to feel they attribute to The Sojourn’s success in different ways. Some bring
good story ideas, some write or edit stories, and others provide photos to supplement the stories.
They all felt that they attributed by encouraging others through mentoring and helping others
find their potential.
• 64% of the survey participants agreed with the following statement: “I am told how The
Sojourn is performing externally on a regular basis.” 21% of the participants were
neutral and 7% disagreed.
• 43% of the survey participants agreed and 29% strongly agreed with the following
statement: “I am told how The Sojourn is performing internally on a regular basis.”


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statement: “I pay attention during the budget meetings and give my input as much as
possible.” 7% disagreed.
statement: “I feel motivated and self-disciplined to come to budget meetings with story
ideas.” 21% said they were neutral and 14% said they disagreed.
2. What are your organizations goals?
All responders stated that the main goal of The Sojourn is to inform those associated with the
University of truthful news on campus. Some mentioned that it was a strong goal that they are
accurate and credible in their reporting. Another added that they strive to always be timely and
ethical. They want to prepare their writers for the professional world by training them.
• 64% of the survey participants agreed with the following statement: “I am told how The
Sojourn is performing externally on a regular basis.” 21% were neutral and 7%
disagreed.
statement: “I am told how The Sojourn is performing internally on a regular basis.”
• 57% of the survey participants agreed with the following statement: “I know what The
Sojourn’s mission statement and objectives are.” 21% disagreed, 14% strongly agreed,
and 7% were neutral.
3. What are the core values of The Sojourn?
The core values mentioned were to always stay honest, credible, and unbiased. They want to
remain Disciples of Christ while communicating truthfully. The Sojourn does not operate with a
mission statement, although they technically have one on their Facebook page. Two people
interviewed mentioned the words on The Sojourn wall, but could not remember what the words
said.
• 43% of the survey participants were neutral with the following statement: “The words on
the wall of The Sojourn room have meaning to me.” 36% agreed, 14% strongly agreed,
and 7% strongly disagreed.


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4. How do you receive information from your Staff/Editors? Is it effective? Is it timely?
Communication between editors and staff members seems to be working well. They mainly
communicate through texting and through comments on the Google Documents. Some also use
email. The Sojourn has a Facebook group, and it is used to communicate to everyone at once.
There seems to be an appreciation for having two Editors-in-Chief, because one is almost always
available. Every person interviewed agreed that the communication channels are timely and
effective.
• 43% of the survey participants were neutral and 43% agreed with the following
statement: “The staff communicates efficiently outside of the budget meetings.” 7%
strongly agreed and 7% disagreed.
• 57% of the survey participants disagree with the following statement: “There are
barriers between me and the editors/co-editors-in-chief that prevent me from effectively
communicating with them.” 21% of survey participants strongly disagree and 21% were
neutral.
• 64% of the survey participants strongly agreed and 29% agreed with the following
statement: “The Co-Editors/Editors politely ask me to do things.” 7% was neutral.
statement: “The Co-Editors/Editors are available for me to discuss my concerns or
suggestions.”
5. Do you generally receive all the information you need?
The interviewees agreed that for the most part, they feel that they receive enough information. If
they do not, they at least feel comfortable enough to ask and are capable of looking up the
information. Designers should receive more information to make info graphics, and
photographers should receive more information so they know specifics on types of pictures for
stories. Some feel that the younger staff members to not receive enough information on how to
write stories well. They need more constructive criticism.


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• 50% of the survey participants agreed with the following statement: “I am kept well
informed about changes that the others in the organization have made.” 21% were
neutral, 21% disagreed, and 7% strongly agreed.
• 64% of the survey participants were neutral about the following statement: “I have
regular meetings with my boss to discuss how I can improve and develop.” 36%
disagreed, 14% agreed and 7% strongly agreed.
6. Are meeting times productive?
The majority of the participants stated that the meeting times are very productive. Many
explained that it was because they only have one hour for the meeting. Due to the meetings being
during many lunch schedules, it forces them to focus and get through the meeting so they can
have lunch.
• 21% of the survey participants strongly agreed and 64% agree with the following
statement: “The staff communicates efficiently at the budget meetings.” 14% of the
participants were neutral.
statement: “The staff communicates efficiently outside of the budget meetings..” 43% of
the participants were neutral and 7% disagreed.
7. Who don’t you communicate often enough with that would be beneficial?
The communication throughout the staff of The Sojourn seems to be beneficial to everyone and
members only communicate with those that are needed. While looking at the network analysis
Innovative Communication realized that staff members and practicum students all talk with a
wide range of people. The Photographers wished that they could talk with the Staff Writers more
often and visa verse. Also, those editing wished they could talk with those publishing more often.
• 21% of the survey participants strongly disagreed and 57% disagreed with the following
statement: “There are barriers between me and the Editors/Co-Editors-in-Chief that
prevent me from effectively communicating with them.” 21% of the participants were
neutral.


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8. Please tell me about the meeting environment.
Many participants described the meeting environment in a positive manner; fun, entertaining,
organized and productive. In regards to the production meetings, the participants described them
as cramped, long, and unproductive. A few of the participants stated it is because of the time they
have to produce the paper, 4:30 pm - 11:30 pm, which causes them to be more relaxed.
statement: “The layout of the room allows for open communication among staff
members.” 21% of the participants were neutral, 29% disagreed, and 7% strongly
disagreed.
statement: “The layout of the room helps me pay attention during budget meetings.” 21%
of the participants were neutral, 29% disagreed, and 7% strongly disagreed.
• 21% of the survey participants agreed and 43% were neutral with the following
statement: “I prefer when the lights are off during the budget meeting because the
natural light makes us more productive.” 21% of the participants disagreed, and 14%
strongly disagreed.
9. Is there availability to talk openly and present ideas?
The students working with The Sojourn make themselves open and available as much as
possible. Many people expressed in the writer responses of the survey that they enjoyed
presenting ideas during Budget Meetings. There were only a couple who responded that they feel
too intimidated or uncomfortable. The environment is inviting and everyone agreed that the Co-
Editors-in-Chief are always available and welcoming to new ideas.
statement: “The Co-Editors/Editors are available for me to discuss my concerns or
suggestions.”
• 29% of the survey participants strongly agree and 57% agree with the following
statement: “Others listen to the story ideas I propose.” 14% of the participants were
neutral.
statement: “I intently listen to the story ideas of my coworkers.” 7% of the participants
were neutral.


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statement: “I intently listen to the story ideas of those in authority at The Sojourn.”
statement: “I feel comfortable asking my boss questions about the tasks I am assigned.”
7% of the participants were neutral.
10. What’s the hardest thing about your job?
One of the hardest things for students was balance. Participants were overwhelmed from
balancing their job and being a student. The Sojourn is trying to adapt to the digital age where
news is now constantly being reported rather than just printing a newspaper every week. This
causes members to constantly be working to report the most current news online.
statement: “I have regular meetings with my boss to discuss how I can improve and
develop.” 43% of the participants were neutral and 36% disagreed.
• 43% of survey participants agree and 43% strongly agree with the following statement:
“I enjoy my job at the Sojourn.” 14% of participants were neutral.
11. What resource would help you be more effective?
Several participants mentioned that they wish they could have received more training for their
position. They often had to figure out their position on their own. This was true for everyone
who was not an Editor or Staff Writer. Even simple handouts with basic guidelines would be
beneficial. Another suggestion participants mentioned was to implement personal mentors for
new staff or lab and practicum students. They mentioned that having Adam Wren at budget
meetings is beneficial, so they figure that having a personal mentor would be even better.
• 86% of the survey participants strongly agreed with the following statement: “I believe
Adam Wren provides us with insightful information”. 14% agree.
• 79% of survey participants strongly agreed and 21% agree with the following statement:
“ Having Adam Wren at the budget meetings is beneficial to The Sojourn.”
• 86% of survey participants strongly agreed and 7% agreed with the following statement:
“Having Adam Wren at the budget meetings is comfortable.” Another 7% disagree.


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12. If you were the editor here, what would you do differently?
Participants mentioned the need for stricter deadlines for stories. This way the production night
would not have to be so lengthy. It would also take away some of the pressure from the Editors.
• 43% of the survey participants agree with the following statement: “There are strict
deadlines that we are able to follow or achieve.” 29% of the participants were neutral
and 29% disagreed.
statement: “I always achieve my deadlines.” 29% were neutral.


M. Anderson
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D. Radford
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General Observations
1. Strong Communication Channels
Throughout the process of gathering data, Innovative Communication realized that The
Sojourn’s internal communication channels are successful. The members all agreed through
interviews, the survey, and the focus group that Google Drive was a great tool for the
organization. They also mentioned that the Facebook group is great for reminders, and texting is
successful when one-on-one communication is needed. Co-Editors-in-Chief are fast in
responding to texts, and members appreciate it. Innovative Communication would not suggest
changing any of these channels.
2. Professionalism
The Sojourn reaches its goal of presenting itself professionally to the community. They
do so by keeping an effective and up to date online presence. The editing process contributes to
the professional touch of the stories. During the interviews conducted, many expressed that an
organizational goal was to look like a professional newspaper. We believe that the Co-Editors-in-
Chief communicate this well to the Writers and other staff members.
Their professionalism conveys a non-verbal message to those inside the organization as
well as those in the community who read the newspaper. The members in The Sojourn feel as if
they are held to a higher standard because of the level of sophistication that is expected of them.
Those in the community respect The Sojourn because of its presence. Academic advisors such as
Dr. King and Professor Wren improve the quality of story ideas and print/online presence with
their expertise and by providing feedback.


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3. Training
One key theme throughout the process of the communication audit was the lack of
effective training for staff and practicum members in The Sojourn. In the written responses of the
survey as well as the interviews, Innovative Communication was notified that only the Staff
Writers receive training, and it only happens in the summer. Those who join later are not trained
properly. The designers had to learn the process on their own, and the second semester
Photographers were expected to know how to take photos for news-writing.
In one of the interviews, the interviewee stated that a key goal of the organization was to
train and mentor their members. This seems to be something that Editors desire, but not
something they hold of high importance. This miscommunication between members causes a
lack of expectation. Long-term, this will have a negative effect on the organization because the
untrained members must spend more time revising their work. This prevents the organization
from progressing forward.
Lab and practicum students especially need training and should be communicated to
more often because they could be the future of The Sojourn. These students may seek permanent
involvement with the organization if they have a positive experience and are well trained.
Unfortunately, they are unintentionally disregarded. The Editors expressed that they want to
mentor those who are inexperienced, but there is no program in place.
4. Internal Communication
Overall, The Sojourn staff communicates effectively within the organization. There are
two groups that should be interacting more: those editing should communicate with those
publishing and the Staff Writers should communicate with the Photographers. The students who


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write and edit their stories often times miscommunicate with the Editors who publish the final
story. The communication could be more effective if done differently. Also, the Photographers
are not in communication with anyone other than the Design Editor. In the interviews, the Staff
Writers expressed that they would like Photographers to take certain pictures for their stories.
These two groups should have open communication with each other to increase effective work
flow.
Action Step Recommendations
After considering the collected data and analyzing it, Innovative Communication offers the
following action steps to improve communication within The Sojourn:
1. In regard to the lack of training, Innovative Communication recommends that The
Sojourn create a substantial training session at the beginning of the semester. We also
recommend that they implement a training session in the beginning of the spring semester if
there are new members. The sessions should break off for specific sections. The Editors should
create an instructional manual that includes rules of APA writing, and rules specific to The
Sojourn. The manual should include specific information for each position as well as tips and
various guidelines. They could also include “how-to’s” and “do’s and “don'ts” of news-writing
and uploading stories and photos. These manuals should be handed out to every staff and non-
staff member of The Sojourn so that everyone is following the same rules.
The lab and practicum students should receive a special, more in-depth packet on how to
correctly write a news story. It would be beneficial to include a couple good examples. The
Editors should pay special attention to the lab and practicum students. We suggest that this be


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done by implementing a mentorship program. There could be one meeting at the beginning of
each semester in which the lab and practicum students meet the Editors and Staff Writers. During
this meeting, mentors and mentees could be assigned.
2. To improve communication between those editing and those publishing, the Co-Editors-
in-Chief should set a standard that every time someone changes a document, they let the other
one know right way. Innovative Communication recommends they do this through a text
message, since that is the fastest form of communication and seems to work well for the staff
members. A Facebook message or email would work as well. By doing this, there will be no
miscommunication on when the story is ready to be published.
To improve communication between the Photographers and the Staff Writers, we
recommend that every Staff Writer has every Photographer’s phone number. We also
recommend that they are Facebook friends and they have each other’s emails. The Staff Writers,
or Editors, should communicate with the Photographers before they write the story, telling them
what they would like the photos to capture. If the Staff Writer or Editor, whoever is writing the
story, does not contact the Photographer, it will be the Photographer’s job to then contact the
writer.
3. Another recommendation Innovative Communication would like to offer to The Sojourn
is the implementation of substantial and more precise deadlines. If this were implemented, the
writers would feel a greater sense of urgency to get interviews, write their stories, and edit
them. Another benefit to this would be that the staff would develop a more self-disciplined
approach. It would also cause the Editors to respond with edits faster. Innovative


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Communication would recommend that they implement this new strategy at the beginning of the
each semester, that way this expectation is clearly communicated to members.
Personal Reflections
After analyzing the data obtained throughout the process, Innovative Communication has a few
recommendations that may not assist in communication, but will help the organization overall.
1. Explain the Term “Budget Meeting”
Many expressed within the survey and interviews that the term “budget meeting” is
confusing. They recommended that it be changed to “pitch meeting” or “staff meeting.”
However, there is significant meaning behind the word “budget,” so we do not recommend that
The Sojourn change the title. They should simply explain to the members what it means. By
doing this, the members will appreciate it more.
2. Update Facebook Page
While analyzing The Sojourn’s external communication channels, Innovative
Communicaion realized that the information on the Facebook page is outdated. The staff member
names need to be changed to the current students in these roles. Also, there is a mission
statement on the page. None of interviewees knew the mission statement of The Sojourn. We
recommend that the Co-Editors-in-Chief emphasize the mission statement to the members as
well as to the community. This may require that they create an internal mission statement that is
separate from the external mission statement.


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Appendix A
Organizational Chart


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Appendix B
Network Analysis


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Appendix C
Interview Template
• Name:
• What is your position with the Sojourn?
• How do you attribute to the Sojourn’s success?
• What are your organizations goals?
• How are objectives determined?
• How are employees trained on objectives?
• In general, do you have the supplies you need to finish your work?
• How do you approach it with your editors?
• How are problems prevented through the Sojourn?
• How do you receive information from your managers?
• Is it affective?
• Timely?
• Do you have all the information you need?
• How would you say to improve receiving that information?
• How are you notified of articles that need to be written?
• Are meeting times productive?
• Please tell me about the meeting environment.
• Is there availability to talk?
• Are you presented with an itinerary prior to the meeting time?
• How is conflict among the staff handled?
• How do the managers handle conflict among staff?
• Who’s involved in reviewing the organization’s performance?
• Who’s involved in improvement efforts?
• How are employees made aware of improvement efforts and successes?
• What’s the hardest thing about your job?
• What are some things you’d like to change about your job?
• What resource would help you be more effective?
• What should your editor know that he or she currently doesn’t know?
• If you were the editor-in-chief here, what would you do differently?


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Appendix D
Interview Transcripts
Co-Editor-in-Chief of The Sojourn
How do you attribute to the Sojourn’s success?
• As editor in chief I help assign stories to people and edit for print, lot of
organizational work, on production nights basically put together the entire paper
• Overlook a lot them
• Every production day I contact the printer
What are your organizations goals?
• Ummm
• Our goals are to become
• One is to get out the news on campus
§ Inform news on campus
§ Timely and professional; manner
§ Key goal is also to train our staff to help them become better writers
§ To prepare them for the processional world
How are objectives determined? Are employees informed about these objectives?
• We do stress a lot about getting info out quickly, telling news as it is
• Hard questions in interviews
• Discuss all the time
• We have not done too much of actually done
• Also doing this for them to become better (stress helping them improve)
§ Not same mediocre work
What is your mission statement?
• Hmmm….
• The Sojourn does not really have an official mission statement
• Do have something on the wall in the sojourn room
§ Lists
§ God First (sojourn is a ministry)
§ Objective they do have…
• Personal mission
§ The Sojourn is a reflection of Christ in many ways
§ Because He spoke the truth and pointed out the flaws of society and
culture


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§ A lot of people like to ignore that
§ Expose but not criticize people for them
§ Expose the truth in a way that still serves people
How do you receive information from your staff?
• Almost completely through google docs and texts
• Everything =google docs
• Is it effective?
§ Works well, get on at the same time, not same room ,but still be together
§ Edits whenever we want to
§ One solid source to get back to
• Timely? Yes
Do you generally receive all the information you need?
• From staff?
§ Well no, actually
§ I would like to work with them more with a face-to-face, in person level
§ Because… I edit a lot of stories, not mentoring [others]
§ Through the article with the person-constructive criticism is missed
Are meeting times productive?
• Yes. Our budget meetings (Tuesdays) very productive
• Not an hour, last year was after classes
• Now contained in one hour they work together better and are more efficient
• (ON SOJOURN [since] FIRST WEEK OF FRESHMAN YEAR)
§ Staff- since sophomore year, second semester freshman
§ Working with three years [of experience]
Is time outside of the meetings productive?
• Ummm, our production nights are not very productive
• Dine when done
• A lot longer than I wish for it to happen
• Last deadline, 11 pm, stresses out
• Don’t like to get stressed out, get more frustrated
• Like to productive?
§ If we had everyone doing something at any given moment
§ Last few stages? Sit around? Two people hardcore working on something
§ Everyone working hard and diligently, make it fast a process as possible
§ Initiate now?
• Setting deadlines throughout the night
• … Beneficial (have stories finished editing by…)
• What way would you like to receive information?


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§ One of the reasons we established office hours
§ Approach me when [others] need to
§ Talk in person
§ Google and texting is good, meet in person, a lot faster and easier
• Beneficial long term?
Who don’t you communicate with often enough that would be beneficial?
• Probably… some of the staff writers
• Don’t communicate enough with the lab or practicum students
• The students who are not on paid staff, contributing but not paid
• Staff writers, see how they are doing?
§ A lot of communication is with editors… intentional with writers
Please tell me about the meeting environment.
• Budget
§ I think it is a lot more “chill” then it used to be
§ Used to be very intimidating…. Scared to bring up story ideas
§ Like to be an environment where everyone has a say, no idea is just shut
down
§ Hope so, not white sure if it is
§ Asked staff?
• Have not
• Have not really, has not seemed to be something that is pressing at
the moment
• Not immediately
• Is that something they are worried about?
• Not intentional enough to see how they are feeling
Are you presented with an itinerary prior to the meeting time? If so, is it effective?
• Google doc before the budget
• No more than before
• Staffer of the week… before meeting
• After that what they thought was the strong point of the week
• Routine
• Try to get story idea son there before hand
• Same schedule each week
• Story ideas, questions, assign
What’s the hardest thing about your job?
• Balancing the role of Editor and Writer
• Because even though I am an editor I am also writing stories (weekly basis) easy
to focus on the article I’m writing instead of being an editor and mentor


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Have to write… very small staff everyone has to write
• A few years ago editors did not write stories, awesome to do again…
• Write because have to, small staff, work of the editors supports the sojourn a lot
of the times
• The sojourn contains a lot of their work
• More staff writers more exclusive in paper
• Almost might be a trust thing?
§ That we are kind of nervous about if the staff writers will get done on
time…
What are some things you’d like to change about your job?
• Office hours at some point
• More of a collaboration between writers and designers
• Personal things to change as editor?
§ I would like to see this change
§ Mainly self and editors to follow
§ To be good examples
§ Not complaining about every little hassle, if you are complaining a lot
comes off as unprofessional, rubs off on staff members
§ I feel like it makes things almost too lax in the news room
§ Rubs off on newsroom
§ More professional mentality of the editors
What resource would help you be more effective?
• Thought…
• …come back
• Wish we were on a more structural level
• Organized
• Keeping files
• Old sojourns and stuff
• Archives, keeping track of things
§ Implement?
§ Office hours would help…dedicate time to actually organize those things
§ Maybe set someone in charge of doing that
§ This amount of papers set aside each week
§ Alert newsroom of different organizational changes


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Interview with Co-Editor-in-Chief of The Sojourn
• Ummm, we don’t technically have a mission statement
• In room, 5 ideals, concepts (staff awareness, editorial staff)
§ God first
§ Excellence
§ Integrity
§ …
§ …
• Want to report the truth to the IWU community
• Implied accurate
• Give them a report that is interesting that they might not see in everyday life
How do you attribute to The Sojourn’s success?
• Well
• I don’t know exactly how long we have had a paper
• Since the 60’s and 70’s
• The initiative of our forefathers and past people who carried the standard of
excellence we strive obtain
• Passion leads to good results
• Not perfect, student paper
§ Not as good as New York Times
How do you receive information from your managers?
• Co-worker? Name or position. Never refer as a whole…
• Not employees.
• Get information
§ Reminders from FB
• Whole
§ Individual texts
• Smaller groups pf people
§ Every week remind of meeting Monday night or Tuesday morning
§ We use google drive (use doc freewriting doc, sheets-budgets… budget
(list of story ideas for the week) create document every Tuesday morning
and share it with staff and everyone
• Articles and writing and editing
• Edits=comment


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Then text
• Do not use the calendar
§ The methods are, a weakness would be (on his part, lazy at times) very
invested in The Sojourn over-all
§ Write will text, ready for edits, they have to remind him…
§ Texting can be effective, have to be actually responding and acting
§ Reminders!
§ Could be better if used more frequently
• Timely?
§ Phone calls and person are most timely
• Guaranteed they get message
• Don’t assume people are free for a phone call
• I think so
• Yes, for the most part
§ Sometimes we talk about stories
§ Stories come from complaints about school, money…
• i.e. shower doors vs. curtains
• Complaining where money is going
§ Tangents…
• In general people stay on task
§ Talking on the side?
• A look makes them stop
• Most experienced person on staff
• Quite prepared, know what to expect
• Less experience, different response
What way would you like to receive information?
• Other people on staff
§ Sometimes I get info from co-editor (stipend) about another staff writer
• ADVISORS, involved if needed
• DEPARTMENT, they should defend
• Top of student organization, year-round, expected more
• Section Editors are equal (based on production, salary)
• Staff Writers. Photographers
• Staff Writers and Photographers


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

§ Often contact one or the other, tell the other person
§ iPhone? Include both in group message
• Budget? I don’t know, story idea meetings?
• Fun, a lot of laughs
• Gossip session, that’s what newsrooms are like
• Sharing information…
Is there availability to talk openly and present ideas?
• Generally pretty open
• 20-25 people in there
§ About 15 people talk
§ Working on improving that
§ We are implementing new strategy (**making sure everyone participates
in meetings, randomly picking 5 people every meeting, share something in
the publication that they like from the past week)
§ Told staff about it (want participation)
• One session about how to manage a small staff
• 18 or 29, most schools have 50 (Taylor is in the 40’s, smaller [in
population] than we are)
• Forced to come in, more invested in success of the paper and also
be willing to participate ore in the meeting if they know what is
going on
• Every week someone announced the “MVP” of the past week...
(McConn or C-store)
• No itineraries
• Format of meeting is the same every time
• Just reminders
• Would be difficult, so much depends on
§ Start on budget document, tangent, related story but one that is a lot better
than that one
§ Would be counter-productive
• Staying on top of all the stories
§ So many stories in process of being written
§ 15-20 stories in different levels
• Whether being written or edited
• Easy to feel overwhelmed


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Temptation is to put them off, need to get stuff out
• Little bit of history
§ Freshman and sophomore year
• Priority print paper
• I basically posted stories on print online
• Regurgitation
• Friday to Monday?
§ Junior/ sports editor
• New approach
• Jeremy Sharp
• More immediate
• Story on Monday, get it done as soon as can
• Sometimes even on Tuesday, post as soon as possible
• No official due date can make people lazy?
§ + and –
• Some before Friday
• Some get to late
• A week and a half versus 5 days
• Wish there was a way to make people feel motivated to finish asap
§ Not found yet
§ Don’t realize that news is best as soon as possible
• I don’t want to use like punishments for people who do not finish in a timely
manner
§ Adults…
• Can’t even think what a punishment would be…
• Finding things to motivate them
§ Internally motivated versus not…
§ Do not know exactly how that could happen
§ Maybe help happen)


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Interview with an Editor at The Sojourn
How do you contribute to The Sojourn’s success?
• Well, I edit people’s news stories
• I make sure that we sound, that things are correct, the information that we are
giving out to people
• Style and grammar
• So that we look professional
• Try to encourage the writers to find their potential, live up to it, and improve to do
better
• Production night (Wednesday night)
§ All section editors we help with putting it a;; together for the print edition
§ Team work
§ Help with design in a way
§ Website as well
• I guess to...
• First things I think
• First one to break the news that is happening on campus ‘efficient way
• Awareness to things that are happening on campus that people are doing
• Like feature (what students are doing)
• Want to be the source that people come or when they want to know what is
happening on campus
• Umm, well, for me
• I feel
• I don’t know we exactly say… need to work on?
• Do not explicitly tell me
• Do it in way likes “we need to tweet that”
• We just kind of do them
• Efficient?
§ Probably not
§ Probably should go over that. Training in the beginning?
§ Remind us why we’re doing it over time
• Training?
• Two days before official move in, come Thursday, Friday and Saturday get
trained


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Grammar and AP style, how to post things on website, goals, etc.
• Everyone is on the same page that first week
What are the Core Values of the Sojourn?
• I guess it would be, referred to before
• Add in the Christian aspect of it
• We do want to like provide… news in a Christian way at the same time
• We hope that some of the events that we cover that someone will read it and be a
good witness opportunity in a way or be inspired
How do you receive information from your editors?
• Jared and Navar?
§ Don’t have production night, every other night, editor’s meeting instead
§ Texting the biggest way-goes really well
§ 2 is really nice, group message
§ Two people to be able to get a response from
§ Yes, I think so
§ I really don’t know what else you could do with that to make it better
§ Good idea to give cell phone numbers
§ Editing stories: google docs
• i.e. Navar called on phone, going through story… typing and
talking
• Edit at exact some time without being together
• New technology trends and want to use it to make communication
as best as it can be
• Yes, I think so.
• There have been a couple times confused…
• “Why wasn’t I told before?”
• Can be out of the loop, not a full time staff…
• Can be tough to relay information to each other


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• I think so… to be honest during production night, we’ll kind of get distracted…
all of the sudden it is ten o’clock
• Not terrible, or totally
• Could always do better
• Budget are the most efficient, they are the most organized in a way
• Know only have an hour
• … hurry up and do it
• Depends on what the exact meeting is
• Less time for productions nights?
§ Honestly, I think so
§ Deadlines within the meeting time…
§ We get there, we do them, and chill, get food… all of the sudden it is nine
o’clock
• Maybe the faculty advisors…
• Adam is there every week
• Sometimes forget that Dr. King is a faculty advisor
• Not a negative thing
• Probably things we have made mistakes on would not have been made if he was
there
• Budget
§ Every week
§ The environment-so yeah we get together, we all have the sheet out in
front of us about the laptops
§ Shared with the morning by Jared… google doc
§ Jared and Navar lead it
§ More information on it, why it is important to cover it…
§ News, then arts entertainments/features
§ Sports…
§ Add?
§ What stories, who will do what?
§ Organized, one hour, we just kind of want to get our story and work on it
for the week
• Editor’s meeting
§ It is different every time
§ At first was a check in with each other…
§ Needed to be told more things of what to do


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

§ Dr. King and Adam are there… bug questions ask them there
§ Not too organized, does not need to be
§ Update, first year… it is like we go to weeks without everyone meeting
§ If we have an problems… how to work through and adjust that issue
• Productions night
§ Pretty relaxed
§ More done quicker if faculty advisors were there
§ Need to be there?
§ Own newspaper without them there don’t try to take control of it, do what
they want
§ In the office, eat food, edit the stories, put everything together
§ The end is stressful because they have to make sure it is good to go
§ Have to have it done that night for the lady who prints it our form
electronic form
• Yeah, for sure
I think… feel comfortable, close
• Issue, comfortable sharing it
• Story ideas?
• Sometimes I get a little nervous, do not like rejection
• For the most part I do, worst part is that no one will pick it up
• No one is mean or anything or talks down?
• Nervous, don’t know what thinking
• To post stories as quickly as possible
• Pretty busy
• Just going to bed, “oh wait, can you edit this story?”
• News section is biggest one, a lot of stories to edit
• The thing, on own, there are times… nothing to do then a lot to do
• Making sure the stories are posted as quickly as possible and having the time to
do it
What are some things you’d like to change about your position?
• I don’t really know…
• Can’t really think of anything
• Challenging, part of the job
• Ummm, well, one thing would make my job easier


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• We post stories through WordPress (Facebook and twitter), only editors have
access to it…
• Sectional editors-post
• Writers job to post the story… they post it without permission.
• Would be easier, a risk to take?
• Make sure have pictures, sometimes try to get photos could be easier
• Everyone had own WordPress account to post stories
What should your editors know that he or she currently doesn’t know?
• I think that… meetings more productive and WordPress
• Communication-not always aware
• Always make sure everyone knows what is going on
§ Knows it is difficult
If you were the editor here, what would you do differently?
• I think some of the ideas, would implement
• I think I would
§ Be more pressing on people to get their stories done
§ Not on top…
§ Not mean?
§ “It’s my newspaper, so…”
§ Not mean… strict. Detail and deadline oriented
• I have not been able to talk to people… making up excuses?
• Think if they came in knowing when they had to have it done by?
• There are reasons why it doesn’t work
• People get a story… don’t know what happened with it.
• News editor, communicate with them more. “How is this
story coming along?”
• Not pushy, make sure doing it
• Need to work on it
• Scared they think she is being mean
• Stories could be doing, they are lost, pick up another
story… forget about them? Lost…
• Last year, timid as a writer… “What was happening?” needed that push, would not want
to disappoint them. Accountability…
• Sophomore
• Convergent Journalism
• Either convergent or media com (broadcast)
§ Journalism print (all of it +writing)
§ Most go into writing


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

§ Interested in radio as well
Anything else you want to add?
• Helpful to critique
• Division among the editors?
• Sports editor, Hannah whelchel, navar, jared and I
§ Conference this summer…
§ Got really close… insiders on trip
§ Group message
§ Really close…
§ I feel like in the meeting Kelly, does not seem as distant
§ Ally feels more outside… older? Is like that? Sometimes I feel like
awkward and bad… she just doesn’t know what we are talking about…
§ Get along… we like her, she likes us.
• I don’t feel as close to hear… kind of recently talk to her more…
• (UNITY)


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Interview with an Editor of The Sojourn
• Every position needs to be filled on The Sojourn, being able to be a part of the
leadership staff… I don’t know what we call ourselves, deciding what articles
should go in
• Communication with fellow Editors
• Mentoring Staff Writers and practicum students
• Contribute articles regularly
• I mean originally newspapers were created to be a check on governments
• To expose things, people didn’t have a way to know what was really going on
• Today we have many more outlets
• In our age: try to be as accurate as possible tell people what is going that they
might not otherwise known
• IWU: inform student body/campus/those interested in what the campus is doing
• Accurate description of what is going on in multiples aspects
• What needs to happen
• Workplace environment - formal sheets (lists) of what is to be done and happen
• There is a weeklong (used to be)--three days this year--training before the school
year starts
§ How to do jobs, what to accomplish (during a normal week)
• This Editor’s job: pitch ideas every week, to get arts and entertainment section in
order, create google docs for stories for the section they are in charge of, edit
those stories, communicate with them and answer the questions writers may have
about stories, send to Jared and Navar to look over, put them online also create
tags for the social media outlets, once every two weeks make a print edition
§ Editors do last minute checking (good experience)
• Ummmm, I’d say our mission on The Sojourn is to...obviously part of it is the
very practical trying to teach other writers how to write in journalism. A place to
grow and learn.
• The bigger mission statement with IWU as an organization:
§ Inform the students and everyone of what’s going on


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

§ It’s kind of a balance between the above two
§ Do a good job, help other writers
• I don’t do a ton of communicating with News or Sports Editors
• I communicate at weekly budget meetings
• Google docs
• Text (co-editors in chief and Staff Writers)
• **Text editors to let them know they are done
§ Helps keep track
§ Super helpful
§ E-mail gets sent from google doc
• “this person has updated this story” shows when an edit is made
§ Yeah, I think it is
• Timely?
§ yeah
• Yeah I think so
• Difficult this year because I have been gone this year
• A lot of changes...journalism changed
• More confused how to do and what to do, with new organization
§ I think I’ve gotten the hang of it
• Kind of productive?
• Prefer… google doc
§ Really helpful
• Text about others things…
• Main amount of communication is over google docs. Really great system in place
§ Communicate over that
• Need to communicate more with the Photographers
• Personally: need to ask others about it
• Not sure about who is being assigned to what story
• Photographers: not given the finished story, “what would be the best way to
represent that story”
• Who’s doing what in my section


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Budget
§ All get together, everyone, Co-Editors ask to pitch stories, Editors should
put ‘for sure” things on the doc…
§ Good environment
§ Nice relaxed environment where I feel comfortable saying what I need to
say
§ Good way to make everyone feel comfortable
§ Some story ideas are going to be stupid story ideas…it happens
§ Good risk-taking environment
§ Made it a safe place to pitch whatever may be a good story idea without
thinking it will be dumb
• Production nights
§ Weird
§ All enclosed in the tiny closet room
§ Did not use to be that way, before room was changed in big computer
room
§ All at tables
§ At the beginning the year with them
§ Stay out when everyone else is in there
• Close communication, close together makes communication better
• Harder because need to edit
• Needs open area not to be super cramped
§ Very fun atmosphere, joke around and stuff
• Balance
• Push the online first initiative
• The Sojourn is still trying to figure out how to focus on it
• Two years ago… it was still the weekly prints
• Story on Monday, done by Friday for publication to be published on Wednesday
• Print to online…
• Just get it done as soon as you can…
• News is now “bambambam”
• You can get your news right away
• The Sojourn is working to be a part of the digital age
• As soon as it happens
• All writers and editors struggle with, not enough time, we are full time students


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Hard to be like “I need to get this article done…” but have homework and stuff to
do
• A part of organizations (extracurriculars) outside of sojourn
• Figuring out that balance while still tiny to achieve what The Sojourn is wanting
to achieve
• I started as a journalism major
• Couple classes that they have to take…
• News editor sophomore year
• Youngest News Editor they had had at The Sojourn- hard stories
• Do not want someone that young to be the News Editor
• Kind of found out why that was…I was good at my job, but it broke me a little bit
• Would have changed to a writing major anyways
• I was pushed to change my major
§ Controversial stories, could not mentally handle those… more classes
media and ethics…
§ Can be changed
• Possible requirement for News Editor position: to take a media and ethics class
§ Went through a lot of moral issues in head, I would have been able to
handle a lot of those a lot better [with that class]
• Did a good job, but it was hard
• Ummm, I mean. So many things that could… not a journalism major. Obviously
taking more journalism major classes as a source
• A source, more individual mentor
• It would be nice to have a personal mentor… Adam [Wren] critiques as a whole
§ One-on-one mentor “this is something you could work on”
• What the editors do for the practicum students, don’t have them for selves
• But there is so much improvement to do
Covered everything? Anything to add?
• Navar was talking about have open office hours where people could come in
randomly and know he is there…
§ For improvement and to talk it out
• Good for The Sojourn: I don’t know how practicum students take stories
• I don’t know how much they know or don’t know
• Nice to find some sort of way they could establish more of the mentorship
• On google docs
§ Trying to do with practicum stories: highlight, comment…


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• So they can change it themselves
• Nice to maybe be assigned a person that you mentor individually
outside of the story
• Get to know them
• Just don’t know AP style
Over-all: creating more of a mentorship between practicum students and editors


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Interview with Advertising Manager of The Sojourn
How do you attribute to the Sojourn’s success?
• Probably the writers, mainly what reading
• Main visual person (Kelly Reed)
• Aw man, I’m not the person to ask that
• Editors would know
• [Advertising Manager’s goal is to] Promote paper and business area in Marion
• get local support
• aid businesses with advertising need
• Ad or coupons…
§ business
• As far as objectives go
§ Main objective keep campus up to date, local current events
§ Jared creates a google doc
• We can edit it and give our opinion
• He leads, does a good job at communicating
• A lot of time to come up with stories, a week, wrote subtitles
• Efficient
• Yes?
• Nice because everyone can edit it, you get your own
e-mail
• And you have the privilege to edit it
Budget meeting?
• confusing
• We don’t really do anything on the budget
• Just discussing stories
• Current topics off campus
• Assign different articles to writers
§ Which one they want, why they are capable, why want
§ Main writers decide who gets what and which ones are with publishing
• keep in mind the objectives they bring up
What is The Sojourn’s mission statement?
• … no idea


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

What are the Core Values of The Sojourn?
• To communicate well
• Keep students up to date
• AE-entertainment too
• Entertainment and news reporting
• Fair and honest, try not to take sides
Business side, not super connected to that side of the sojourn
• Stories they choose and write on, not connected to it at all
• Did not have any training, find people and out their ads in the paper
• Keeps track of payroll, too
• Spreadsheets, send to accounting
How do you receive information from your managers?
• E-mail, g-mail
• Budget meetings
§ I think so, yeah
• Timely?
§ Yes, thankfully with e-mail you get it right away
• Yeah
• Yeah, during lunch hour
• Have to be productive
• Incentive to eat afterwards, keep us on track
• Yes, office times
• What way would you like to receive information?
§ NO, they also have a sheet with everyone’s cell phone info
§ Sometimes people don’t check their e-mail right away or at all
Who do you not communicate with often enough that would be beneficial to you?
• Not really, no one needs to talk to more
• We meet out there [Elder design lab], casual
• Everyone can talk and give their opinion and explain the reason behind the
articles they chose and think we should put into the next issue of the paper


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Jared and Navar-keeps [the meeting] on target
§ Dr. King, not introduced to other prof [Adam Wren]… not introduced
• Yeah
• Everyone usually gives their opinion
• If someone puts a story someone doesn’t like they’ll say, “Well I like it because
of this…”
§ Open
§ Supportive environment
• In the form of a google doc
• What’s the hardest thing about your job?
selling ads of course
• [It is] literally, like, impossible [I] called probably like 200 businesses
• Have not got one to buy an ad
• New people are not open to it at all
• People are so rude, too
• A lot of people show interest, send me the info, never hear back
• Multiple channels do not work
§ Face, e-mail, calls, etc.
§ Practicum, learning experience
§ Tell you they will, but don’t
§ Or hear you out
Paid on commission… practicum
• Not been an advertising manager for the last three years, a gap in protocol,
• Pamphlets, and business cards, do not have the budget for that right now
• Tough, no training because there was not previous manager,
• Did the best they can
• Hard learning curve
• Adjusted now
• Brenda is great, helps out a lot
• Hard to get people to buy ads
• Not an easy job
• [I] think visual aids to bring to sales pitches
§ Showed me examples…
§ Multiples ones to leave them with


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• professional business cards… can’t complain about- tough times and budget cuts
• All issues…
• Don’t have those up to date or current
§ Not avenues to make those
• Done by designer (Garret Johnson)
• Don’t know who the head of The Sojourn is… tough with the
budget…
Talked about it with Brenda-helped with business cards, made some
Not professional grade… not worth it to buy 300 for one semester…
• Same about advertising
What should your editor know that he or she currently doesn’t know?
• Hard because only here a semester
• Almost feel bad asking for a lot of stuff
• Hypothetically, here another year, for more graphical info to give out to possible
clients and professional business card to help sell ads
§ Would help in professionalism
If you were the manager here, what would you do differently?
• My area is so limited
• The Sojourn is about the articles, I’m just doing the ads
• Ad department- more professional things to go out on sales calls with
• Set marketing strategy
• Taught self all this…
• Have a standard protocol on how to do it
• Kind of creating…
§ List of prior buyers
§ Brenda has helped with everything
• Build the system: trying to


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Interview with Design Editor of The Sojourn
What do you do at The Sojourn?
• Take care of any infographics that need to be created
• Layout first three pages, manager of the photographers
How do you attribute to The Sojourn’s success?
• I always bring a calm manner to production night, have been thanked and praised
for that
• Sometimes things get crazy and hectic
• I… try my hardest to always have pictures to supplement stories
• And keep open communication with myself and other staff members
• I would say our goals are to
§ Inform the student body along with faculty and staff of news before they
hear it from other people or sources
§ To always be credible and professional in both print and web
• Ummm…
• Is this like the objectives of the whole mission?
§ How are they determined? Mission as a whole… time by time
• Expected to bring stories weekly and complete stories as soon as
we can
• I as a designer and the photographer manager am expected to make
sure all stories are supplemented with pictures
• Told? Were mainly told to me through the interview with The
Sojourn during the beginning of the year or summer
• My objectives, go into both me and The Sojourn’s objectives
• The Sojourn’s objectives hard to say what they are
• I don’t know our mission statement
What are the Core Values of The Sojourn?
• Honesty and credibility for sure
How do you receive information from your editors?
• From budget meetings, and also from editors meeting and off-weeks from
production night, I text them at least every other day of the week


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A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

§ I think so
§ They always respond very quickly
• In general or the editors?
§ General-yes, I would say sometimes I have to look up if we are covering
an event what time it is or where it is
• Able to look up
• Part of her job anyways? To provide that info for other
people
§ Editors
• I do, but it is not timely
• Information part,
• IE infographic- find out production night what the
infographic needs to contain
• A lot of times last minute
• Depending on the type of information
• Budget meetings are fairly productive
• We do not get off topic too much
§ Production nights- a lot less productive
§ Have to do with the fact because we know they have so much time
§ 4:30-11:30
• No one feels the rush to be productive at the beginning
• Shorter time? More beneficial, but the only thing is that worries me
is because people wait until production night to finish story
• If they continue their same habits we would not get the paper
done…
• People would need to change their habits to make the paper happen
• Editor’s meetings always productive
§ Adam Wren and King are always productive
• yeah
How is communication outside of meeting times?
• Umm, people usually respond very quickly
• Text the editors- they all respond fast
• E-mail the staff writers, usually very timely
• Facebook message the photographers- group message
§ The least effective [it is] more effective to meet with them all


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Meeting time?
• [We] don’t, all so busy, all on Tuesday after budget meeting, can’t
all have a time together in Tuesday (implement next year?)
• Different channel per need
• Well, one thing I have asked the editors so many times to share google docs
§ (where the stories are)
§ I would have more information
§ Ask all the time to share me with the google docs, that is just not
something that comes to mind
• Co-Editors-in-Chief, Tim shares regularly (sports editor), Navar
sometimes
• Ask every meeting time (mainly need Lauren too)
Who do you communication with? Who don’t you communicate with often enough that
would be beneficial?
• Lauren (google docs)
• Probably the photographers
• Not talked to face to face, cannot come to budget meetings
§ Facebook, not hold them to responsibility of what they need
• Staff Writers
§ Okay there, e-mail
• Pretty good with Hannah
• It’s fun
• They are very fun people
• Want to make the meetings exciting and entertaining
• But being an achievement, efficient person it is hard to have fun in an
environment to get things done
§ i.e. YouTube videos
§ Comes with Journalism mind frame people versus PR mind frame people
• Yeah
• Jared and Navar are very good at inviting people to say what they’d like to say
• Jared specifically is a very easy person to talk to
• Will confront conflicts, do it very tactfully and respectfully
• I am presented with one
• The budget (shared with everyone) before the meeting, the day or night before


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• I personally do not look at it, which I should ( I never have story ideas)
• Jared also tells us the night before to come with one story or one phot that we
thought was very good
• Chooses someone to pay attention and read the Sojourn
• Yeah… see below question
• That’s not even in my job description barely
• It is hard for me because the rest of my job is not as oriented around people, that
is very people focused
• That part of the job is focused on whether or not people keep their end of the deal
• Designer before struggles with the same thing
• Ummm, mentioned before
• Having somehow more authority over the photographers
• Don’t know if that is just me or can’t meet one on one that is one thing I wish my
job…
• That is one thing I dislike about my job the most
• (thought) no, not that I can think of
What should your Editor know that he or she currently doesn’t know?
• I don’t think so
• I pretty much tell them everything
If you were the editor here, what would you do differently?
• If co-editor?
§ (thought)
§ I would set deadlines for stories and I would make everybody be done
editing completely before production night
Anything else?
• Covered a good deal
• Not her job: One thing I see
• Lab and practicum students do not have training…
• Pretty much just thrown into newswriting
• Hard to learn with no experience (could be improved)
• Not enough training…
• Body as a whole is cared for, as individually not well-equipped
• *The designers were not trained when coming into the job… Jamie Burkholder to
teach the basics… wish that were different for sure.


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• If I am leaving... when their new designer comes in next year, want to create a
new list of guidelines and train in design and export… things like that. The staff
writers had training but we didn’t


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Interview with Staff Writer of The Sojourn
• Write the stories
• Some of them
• Dang, no I doubt
• No I don’t, it’s embarrassing
• Organization get done
§ Yeah, I think so
§ Report campus news fairly and honestly
• no
• Mostly e-mail and text
• A little face to face
• The sojourn Facebook page
§ yes
• Timely?
§ Yeah, especially the texting-pretty well
§ Google docs work really well
§ Editors on, works well
• Yes
• If I don’t, it is always easy enough to ask
• Not really a problem
• Yes, for sure
• No, I think we have most of the bases covered
• Social media, phones, e-mail
• At the beginning of the year
• Trouble with editors
• Resolved


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Put stories up and not be looked at for a long time
§ Worked out
• Productive
• Fun
• We laugh a lot while we are there
• Get good stories out
• Fun and good environment
• No directly to communication aspect
• Balance sojourn stuff and schoolwork
• Not big position, can’t imagine for editors
• I actually thrown in, came in as a freshman, no reporting assigned story
randomly, no preparation whatsoever
§ A little more guidance or worked along with someone on the story
§ Felt weird texting editors *how much do you lean on editors?)
§ Have someone with the m the first time
• Hmmm
• Thoughtful
• I can’t think of anything off the top of my head right now
• No
• Editor know?
• No, good friends with one of them
Covered everything? Anything to add?
• Yeah for the most part I would just the coming in
• More of a training thing
• Shadowing
• Editing process is fast, could be more
§ Some trouble with that last semester, worked a little bit
§ More efficient system, timeliness improvement
§ Recommend to improve: making sure we are seeing it
§ Letting editors know right away, editors let know when they look at it
§ Texting… more open
§ Let know when a change has been made to a story
§ Reinforce, has improved already


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Appendix E
Focus Group Template
1. Explain your participation at budget meetings. How involved are you, and how involved
do you feel you should be as a photographer?
2. Do you feel valued as a photographer working for the Sojourn? Explain why or why not.
3. Do you feel supported in the work you do? Explain why or why not.
4. Does Kelly make you feel included in the Sojourn as a whole? Explain why or why not.
5. How effective was your training process?
6. What can help you receive the proper training?
1. In your specific job area?
2. As an employee of the overall organization?
7. As a photographer, how often do you talk to the writers and editors? Why?
8. Have you witnessed moments when the staff has not worked well together? Explain.
9. Explain your communication channels within The Sojourn. Include what works well,
issues, and possible improvements.


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Appendix F
Focus Group Transcript
• Explain your participation at budget meetings. How involved are you, and how
involved do you feel you should be as a photographer?
o We don’t really do much, our job is to take pictures, we are not as creative to come up
with stories…we just sit there
o I don’t write at all. I just take pictures. I like to hear what stories are being offered to
know what kind of pictures to take
o For me it’s important to be there just so I can tell the photographers what kind of
pictures to take, but I never come up with stories.
o I do feel valued, they didn’t specifically name me but they mentioned they liked my
pictures. I do want direct recognition but my name is on the newspaper.
o I only get recognition if they bring up anything about the design layout. Adam will
give me direct recognition.
• Explain your communication channels within The Sojourn. Include what works well,
issues, and possible improvements.
o I have never talked to a writer. (She just began this semester) My supervisor is
usually the one to communicate things to me. The writer tells my supervisor and then
she tells me. I should have more communication with the writes. My supervisor is
actually the one who informed me about the pictures for the kids. I was not allowed to
take a picture of their faces, and I wouldn’t have known that unless she told me.
o Well that is part of my job I am getting paid for it.
• How effective was your training process?
o Well for me this is my major, so I know how to take pictures. My supervisor
explained a few things to me, but after that it was all self-explanatory.
o When me and my coworker came in we had not training at all, we basically taught
ourselves.
o The first couple of weeks were so stressful. I think there were tears.
o The first couple of weeks we would come in three hours the night before but now we
come in the night of production and get our pages done. It is frustrating because we
came in a week before school for training and all the writers got training and we went
but we were just being told how to write stories.
o And that is not our job.


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

• Have you witnessed moments when the staff has not worked well together? Explain.
o Last night we had an issue.
o One of The Sojourn members worked really hard to get us passes for Fusion and they
had gathered the writers. One of the photographers had talked previously about taking
pictures, I was not aware and neither were the other Editors-in-Chief of The Sojourn,
and so we gave it to Amanda because she has been taking great pictures and initiative.
I hadn’t heard anything about the one photographer and so when I announced it to the
photographers she got really upset.
o We spoke about this before Christmas break and so I had just forgotten.
o I texted a Co-Editor-in-Chief and this went on for two hours. We ended up telling her
that if at any moment one of the editors agreed to give her the spot then it was hers,
but she declined.


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Appendix G
Survey Question and Responses
Demographic
1. What year are you in college (by year, not credit hour)?
Freshmen Sophomore Junior Senior Super Senior
29% (4) 29% (4) 14% (2) 29% (4) 0.0% (0)
2. How many semesters have you been involved with The Sojourn?
1 2 3 4 5 6 7 8
36% (5) 21% (3) 29% (4) 0.0% (0) 0.0% (0) 0.0% (0) 14%
(2)
0.0%(
0)
3. I am a...
Design/
Photographer
Editor Staff Writer Lab/Practicum
21% (3) 29% (4) 29% (4) 21% (3)


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Goals & Objectives
1. I know what The Sojourn’s mission statement and objectives are.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Rating
Average
14% (2) 57% (8) 7% (1) 21% (3) 0.0% (0) 3.64
2. I am told how The Sojourn is performing externally on a regular basis.
Strongly
Agree
Disagree
Rating
Average
0.0% (0) 64% (9) 21% (3) 14% (2) 0.0% (0) 3.5
3. I am told how The Sojourn is performing internally on a regular basis.
Strongly
Agree
Disagree
Rating
Average
29% (4) 43% (6) 14% (2) 14% (2) 0.0% (0) 3.86
4. I am given an opportunity to solve problems connected with my work.
(i.e. design issues, lack of resources, lack of time, short deadlines, etc.)
Strongly
Agree
Disagree
Rating
Average
36% (5) 64% (9) 0.0% (0) 0.0% (0) 0.0% (0) 4.36


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

5. I feel properly trained to effectively do my job.
Strongly
Agree
Disagree
Rating
Average
36% (5) 50% (7) 0.0% (0) 14% (2) 0.0% (0) 4.07
6. What could help you become better trained?
Refer to question 5.
As a designer, I had absolutely no training. I came to what they called "staff training" a week
before school started in the fall, but the training was ALL tailored to writers. For next year, I
would recommend that they ask the previous designers to come train the new designers (unless
the new designers feel confident in their abilities).
Communication between writer and photographer
Clearer expectations
To be informed of from what background the practicum students are entering The Sojourn
from--like what they've been taught and what they haven't, so the editors can better know how
to help them.
Maybe small lessons during the B meetings about common mistakes, things to avoid, etc.
Actually have training session, or a handout or guide or something written down that says the
"Sojourn approved way
More classes or background on how to write articles.


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

7. I think that The Sojourn should be more open to ideas and input from the student
body.
(i.e. story ideas, photographers, marketing, etc.)
Strongly
Agree
Disagree
Rating
Average
0.0% (0) 29% (4) 64% (9) 14% (2) 0.0% (0) 3.21
8. I believe The Sojourn markets itself well to Indiana Wesleyan University.
Strongly
Agree
Disagree
Rating
Average
7% (1) 64% (9) 14% (2) 14% (2) 0.0% (0) 2.8
9. In what ways could The Sojourn market itself better to Indiana Wesleyan University?
Advertise positions in places like the Daily Developments or divisional emails. For example,
Brenda could send out an email drafted by an editor inviting anyone who is interested to our
first meeting.
Boost posts on FB
Get more involved with the people on campus
More publicity on the days the paper comes out
Perhaps posters around campus? Eye catching front pages.
We're doing everything we can--we've really gotten ourselves into the digital age of online
marketing with Facebook and Twitter and things.
Better social media interaction.
Make the paper edition of it more accessible


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Environment & Culture
1. I enjoy my job at The Sojourn.
Strongly
Agree
Disagree
Rating
Average
43% (6) 43% (6) 14% (2) 0.0% (0) 0.0% (0) 4.29
2. I enjoy the people I work with at The Sojourn.
Strongly
Agree
Disagree
Rating
Average
64% (9) 36% (5) 0.0% (0) 0.0% (0) 0.0% (0) 4.64
3. Our staff gets along well with each other.
Strongly
Agree
Disagree
Rating
Average
86% (12) 14% (2) 0.0% (0) 0.0% (0) 0.0% (0) 4.86


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

4. Have you witnessed moments when the staff hasn’t worked well together? Explain.
The only moments I have witnessed the staff not working well together is at production night.
Sometimes people leave the room and we do not know why they left or where they went. Other
than that, I have not seen conflict between staff members.
Just miscommunications, nothing with personality issues
Production nights do not use the staffers' time well, because many are ill-prepared, so those
that are prepared end up sitting around just doing homework.
No I have not.
no.
5. I feel like my supervisor trusts me.
Strongly
Agree
Disagree
Rating
Average
43% (6) 50% (7) 7% (1) 0.0% (0) 0.0% (0) 4.36
6. The Sojourn is easily accessible to people interested in joining The Sojourn from the
student body.
Strongly
Agree
Disagree
Rating
Average
21% (3) 43% (6) 29% (4) 7% (1) 0.0% (0) 3.79


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

7. In what ways is The Sojourn not easily accessible to potential new staff?
I feel like only communication majors attempt to be new staff members because they are the
only ones who are notified of the possibility. I think that holding a meeting at the beginning of
the semester welcoming anyone on campus interested would be a good idea (through daily
developments or divisional meetings) -- they could come to the meeting to be informed about
being a staff writer, photographer, or designer. All positions matter.
Some people didn't even know we had a school newspaper, so how would they know that there
is job openings?
I'm not sure if people know how to be a part of it
I think The Sojourn is very accessible to new staff. We're always wanting more staff members
and we're very good about nurturing those that come in very blind to how newspaper writing
works into well-written journalists.
I think a lot of people don't realize that anyone can potentially write for the Sojourn. I only
know this because I'm a journalism major.
N/A
I never knew how to get in contact with the sojourn before I took this class.
8. I have invited people into our organization to be a part of the team.
Strongly
Agree
Disagree
Rating
Average
7% (1) 36% (5) 29% (4) 21% (3) 7% (1) 3.14


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

9. Why or why not?
I asked a girl on my floor to join as a photographer because we were in need of more staff
members and I believed she would be a good asset to the team.
We could always use more people
I don't know a lot of people who would be interested
This is my first semester with the Sojourn so I have not invited others to be a part of it because
I am still figuring it out myself.
I've never really met anyone that I thought would be interested in writing for a newspaper.
I haven't come across many people who want to work for the sojourn
I think the experience can be very beneficial.
I want people I know are qualified to work with me and help make the paper better.
I didn't think we were supposed to?
10. The words on the wall of The Sojourn room have meaning to me.
Strongly
Agree
Disagree
Rating
Average
14% (2) 36% (5) 43% (6) 0.0% (0) 7% (1) 3.5


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

Budget Meetings
1. I enjoy going to the budget meetings.
Strongly
Agree
Disagree
Rating
Average
14% (2) 71% (10) 0.0% (0) 14% (2) 0.0% (0) 3.86
2. I pay attention during the budget meetings and give my input as much as possible.
Strongly
Agree
Disagree
Rating
Average
21% (3) 71% (10) 0.0% (0) 7% (1) 0.0% (0) 4.07
3. I feel motivated and self-disciplined to come to budget meetings with story ideas.
Strongly
Agree
Disagree
Rating
Average
21% (3) 43% (6) 21% (3) 14% (2) 0.0% (0) 3.71


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

4. Why do or don’t you feel motivated to come with story ideas?
I am not motivated because there is no reason I feel like I should. Other people bring ideas, and
I never get pointed out because of it, so I don't feel a need to.
It's important to come in with ideas so the meeting flow smoothly and there is content for the
next issue
I'm a little nervous to present ideas
I feel like I don't have much to contribute. I don't think people will like my ideas.
Unless it's a really hot topic, I often feel that students won't be interested in reading it in the
first place.
Jared and Navar are very encouraging and are good about giving reminders to bring story ideas
each week
I feel motivated to come up with ideas because I love finding stories to write. It's exciting to
me to find news that is worthy to print.
Sometimes it is hard to find to new ideas for each budget meeting. The school is only so big
and there are a lot of people trying to do the same thing.
As an editor, I feel a higher responsibility to be prepared with ideas.
Because I like putting my ideas out there!
5. I feel welcomed and supported when introducing a story idea.
Strongly
Agree
Disagree
Rating
Average
36% (5) 57% (8) 7% (1) 0.0% (0) 0.0% (0) 4.29


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

6. Others listen to the story ideas I propose.
Strongly
Agree
Disagree
Rating
Average
29% (4) 57% (8) 14% (2) 0.0% (0) 0.0% (0) 4.14
7. I intently listen to the story ideas of my coworkers.
Strongly
Agree
Disagree
Rating
Average
36% (5) 57% (8) 7% (1) 0.0% (0) 0.0% (0) 4.29
8. I intently listen to the story ideas of those in authority at The Sojourn.
Strongly
Agree
Disagree
Rating
Average
50% (7) 50% (7) 0.0% (0) 0.0% (0) 0.0% (0) 4.5
9. Having Adam Wren at the budget meetings is beneficial to The Sojourn.
Strongly
Agree
Disagree
Rating
Average
79% (11) 21% (3) 0.0% (0) 0.0% (0) 0.0% (0) 4.79
10. I believe Adam Wren provides us with insightful information.
Strongly
Agree
Disagree
Rating
Average


M. Anderson
A. Campbell
K. Hernandez
D. Radford
K. Reed
C. Weerheim

86% (12) 14% (2) 0.0% (0) 0.0% (0) 0.0% (0) 4.86
11. Having Adam Wren at the budget meetings is comfortable.
Strongly
Agree
Disagree
Rating
Average
86% (12) 7% (1) 0.0% (0) 7% (1) 0.0% (0) 4.71
12. The layout of the room allows for open communication among staff members.
Strongly
Agree
Disagree
Rating
Average
7% (1) 36% (5) 21% (3) 29% (4) 7% (1) 3.07
13. The layout of the room helps me pay attention during budget meetings.
Strongly
Agree
Disagree
Rating
Average
7% (1) 36% (5) 21% (3) 29% (4) 7% (1) 3.07
14. I prefer when the lights are off during the budget meetings because the natural light
makes us more productive.
Strongly
Agree
Disagree
Rating
Average
0.0% (0) 21% (3) 43% (6) 21% (3) 14% (2) 2.71

Innovative Communication Audit - The Sojourn

Innovative Communication Audit - The Sojourn

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