Some thoughts on the future of newspapers from The Atlantic Monthly:

[T]op reporters and columnists at major newspapers are realizing (or will realize soon) that their fates are not necessarily tied to those of their employers. As portals and search engines and blogs increasingly allow readers to consume media without context or much branding, writers like Thomas Friedman will increasingly wonder what is the benefit of working for a newspaper—especially when the newspaper is burying his article behind a subscriber wall. It will require only a slight shift in the economic model for the Friedmans of the world to realize that they don’t need the newspapers they work for; that they can go off and blog on their own, or form United Artists-like cooperatives to financially support their independent efforts.

So what should newspapers do? They could stop printing. It may happen eventually, or perhaps newsprint will find a financially sustainable market among the elite and elderly (or perhaps it will have a nostalgic vogue not unlike that of, say, heirloom tomatoes), but that’s not what I’m getting at. The current Web-publishing model that newspapers are using isn’t likely to become financially viable anytime soon. With few exceptions, the media businesses thriving on the Web either are low-cost blog-like efforts or follow a many-to-many model, in which communities create, share, and consume content. Publishing an article on the Web gets you one click; getting your users to write the article for you gets you a thousand clicks, and costs less to boot. In other words, turning your users into contributors increases their engagement with your site—each click is, after all, also an “ad impression”—while simultaneously generating more content that you in turn can sell to advertisers.

That, I’d venture, is how you start rethinking the newspaper business. Not only do you allow your reporters to blog; you make them the hubs of their own social networks, the maestros of their own wikis, the masters of their own many-to-many realms. To take but one example, Kelefa Sanneh is the pop-music critic for The New York Times. He is very likely the best music critic in the country, and certainly the best new Times music writer in years. Let’s say that Sanneh creates his own community around the music he likes. Or The Washington Post’s Dana Priest creates an interactive online universe around her intelligence reportage. With editorial oversight only for libel and factual accuracy, Sanneh or Priest are allowed to do whatever they want on their sites (while their mother ships pour their resources into marketing them). In Sanneh’s case, allow other people to write music reviews under the Times/Sanneh “brand.” In Priest’s case, turn the site into a clearinghouse for global intelligence information, rumors, conspiracy theories, and so forth (obligatory disclaimer: “The views of posters do not necessarily represent those of the Washington Post Company”). Go even further: incentivize the critics and reporters by allowing them to profit based on the popularity of their sites; make it worth their while to stick around.

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Playing this logic out, the next task would be uniting the Sanneh or Priest site to the Times or Post whole. You could essentially self-syndicate, sending your regular Times or Post headlines to Sanneh’s and Priest’s sites, luring readers back to the mother ship while increasing the number of times each story is read. Indeed, the logic could be (and in some circles already is being) played out even further. What if you essentially exploded the central function of the newspaper and “microchunked” (to borrow a current term) the content, syndicating all of it to bloggers or other news sites in return for a share of any advertising revenue each site generates? The Associated Press has made this the centerpiece of its digital-age strategy: it recently signed a potentially breakthrough deal with Google, in which Google will pay the AP for access to its stories; and the AP has launched a broadband player that Web sites can use to access AP video content. Its content goes where the readers are, and the AP gets paid, no matter what. Remarkably, this most old-school of services is a lone bright spot in the MSM landscape. The AP’s revenues have increased from more than $593 million in 2003 to more than $654 million in 2005; its digital revenue grew at a rate of 66 percent from 2004 to 2006. Of course, the AP has always been a syndicator, so no conceptual leap of faith (indeed no leap whatsoever) was required to move the business from analog to digital.