I recently experienced a significant revelation during a training session in Arusha aimed at improving the skills of online journalists.
Conducting this session for 22 journalists from various media outlets in Dar es Salaam and Arusha, I felt it was essential to assess their awareness and application of social media policies before and after the training.
The findings were surprisingly enlightening. Of the 19 participants who participated in the quiz, only six reported that their organization had a social media policy, indicating a mere 31 percent. Notably, among the nine represented media outlets, six confirmed they had a policy, with a higher rate of 66.6 percent.
However, the most alarming discovery was that none of the individuals who acknowledged having a social media policy had actually read it. This stark reality rendered my final question regarding usage and compliance pointless, as it was evident that if they had not engaged with the policy, they were unlikely to adhere to it.
This issue is emblematic of a more profound challenge within digital journalism. While the sample size was modest, it highlights a systemic concern necessitating urgent attention. The core issue? Leadership.
Articulating a vision is only the beginning; successfully communicating that vision and embedding the underlying values that cultivate an organizational culture is crucial for achieving success.
There are no shortcuts. A well-defined strategy is essential, one that establishes a coherent structure and informed systems governing all organizational actions.
Consequently, written policies are merely the initial step; raising awareness among all staff members is the next critical phase. The real transformational factor lies in enforcing and assessing policy execution—understanding whether an organization is thriving or struggling is vital for making necessary adjustments. Without this rigorous approach, businesses will face challenges not only to succeed but to survive.
Kudos to the Institute of Accountancy Arusha (IAA) for facilitating last week’s training as part of its corporate social responsibility (CSR) initiative. This endeavor enriches the journalism community by providing knowledge that enhances their service to audiences.
Such initiatives are particularly significant in an election year when misinformation can spread rapidly across online platforms. With the rise of AI-driven content shaping the digital landscape, the imperative to equip journalists with essential skills is more pressing than ever.
The uncomfortable truth is that many prominent names in Tanzania’s digital journalism sector are operating without clear, actionable policies to guide their daily functions.
It is critical to take action. This article aims to ignite urgent discussions among media stakeholders—including regulators, owners, executives, editors, and journalists—prompting essential training programs to address this pressing gap.
As emphasized by the Rector of IAA, “New media thrives on speed and timeliness, unlike traditional media, which has rigorous quality control processes. However, speed should not compromise credibility.”
To strike this balance, investment in digital journalism training, personal branding for journalists, and fostering policy awareness and compliance is essential. In today’s digital landscape, audiences often place greater trust in personalities over institutions.
Consider the implications of an organization functioning where staff members lack clarity on the policies guiding their work. The absence of well-defined, enforced policies breeds chaos, inefficiency, and ultimately, failure.
It’s time to prioritize policies as the foundation of sustainable growth, rather than treating them as an afterthought.
