Author: PostVanCoco

Creativity vs. Efficiency: The Newsroom Tug-of-War (And How to Win It)

You know the feeling: a brilliant story idea hits you like lightning, but the deadline looms like thunder. In today’s media climate, creativity and efficiency often feel like opposing forces. But what if they could be allies?

Let’s talk about the friction – and the fix.

The Myth of the Lone Genius

We love the image of the rogue reporter chasing truth with nothing but grit and a notebook. But the reality? Journalism today is a team sport. From data analysts to designers, stories are built collaboratively and that requires coordination.

Deadline-Driven Creativity

Deadlines can sharpen your instincts or strangle your story. The difference? Structure. Project management tools like editorial calendars and agile workflows give you the breathing room to be bold without blowing your timeline.

Burnout Is the Real Enemy

Newsrooms are fast-paced, high-pressure environments. Without clear roles, timelines, and feedback loops, even the most passionate journalists can burn out. Project management isn’t bureaucracy, it’s a buffer against chaos.

Agile Journalism: Borrowing from Tech

What if your newsroom ran like a startup? Agile methods—like sprints, standups, and retrospectives can help teams iterate quickly, adapt to breaking news, and still produce deep, meaningful work.

Tools That Empower, Not Restrict

• Visualize progress, assign tasks, and avoid duplication.
• Centralize research, drafts, and deadlines.
• Keep communication fluid and time-bound.

These aren’t just tools, they’re creative enablers.

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Creativity and efficiency aren’t enemies. They’re dance partners. And with the right choreography – aka project management – you can produce journalism that’s both powerful and punctual.

Do you have anything to add or ask? Feel free to add comments…

Happy Collaborating!

Manager? In journalistic circles, that word isn’t loved very much. They prefer ‘editor-in-chief’, or ‘editorial manager’ when talking about cross-border teams. Even that role does not have a clear-cut description, though. Unfortunately, the term ‘project manager’ is also used indiscriminately to describe people who perform a wide range of tasks. So, how can these roles work together and make the most of each other’s expertise in international investigative teams?

Role description

Let’s start by trying to describe the two roles. In short, the editorial coordinator is generally responsible for the content of the investigation, ensuring that the right questions have been asked, that the right data, informants and experts have been used, that the story is accurate and that the format is appropriate.

In contrast, a project manager focuses primarily on the organisational side of the research. They ensure that the right agreements have been made, that the team is complete, that everyone is available at the right moments in the investigation, that the budget is sufficient, and that the schedule is realistic.

Proportions

Of course, the tasks involved in both roles differ depending on the circumstances in which international investigations take place. For example, a team of five freelancers working together for six months with the help of a fund will approach these roles very differently to an organisation that employs designated persons in those roles, such as Follow the Money or OCCRP.

In smaller teams, the two roles will be divided among the investigative journalists, in addition to their investigative work. Alternatively, one person may take on both roles, either the initiator or someone else who indicates their willingness and ability to do so alongside their investigative work. The risk is that it doesn’t get the appropriate attention.

Some teams also add a project manager and/or editorial coordinator, and fund this from their submitted budget, freeing themselves from tasks other than research. The same applies to translators, data processors, producers and anyone else involved with a non-investigative role.

It is important to note that there are different compositions and agreements between these teams and the publishers of the story. Journalists who are employed have their own editorial team to take care of some of these tasks, whereas freelancers may be able to piggyback on this. However, a group of freelancers will need to hire people to perform these tasks in order to offer a story.

Finally, there are teams that collaborate under the auspices of an organisation which takes full responsibility for coordination. In such cases, specific people are usually assigned to each project, allowing them to focus on carrying out and progressing the research and producing the story. Some organisations have separate editorial coordinator and project manager roles, while others combine the two. These organisations also often have roles such as impact manager, data manager, visualisation manager, etc.

How can they best work together?

Both the editorial coordinator and the project manager can benefit from each other’s roles. While the coordinator uses their journalistic knowledge and experience to monitor the journalistic values and quality of the research, stay close to the subject matter and guide the research team in terms of content to achieve the best possible results, the project manager uses their specific knowledge and experience of supporting multidisciplinary teams to oversee the process and the project from a bird’s eye view.

The project manager oversees agreements, ensuring that planning and budgets are realistic. They also warn of risks relating to planning, budgets or other issues and ensure that the team can perform to the best of their ability. They take care of recurring appointments, agendas and minutes, keep everyone up to date, ensure everyone provides input in the same way and in a timely manner, and inform external stakeholders (i.e. funds or other parties involved) of progress in a timely manner.

With these tasks assigned to the project manager, the coordinator can focus entirely on the subject, the research, the scope, the data, the narrative, the timing and form of publication, and contacts with publishers. This would also include collaboration with impact managers, fundraisers, the organisation’s editor-in-chief, and other parties associated with the research and the story to be published.

Hierarchy

Although there are various roles to be filled, there is no hierarchy within the international research teams. Unlike in an average editorial office, there is no boss who hires or fires people, or a single person who decides on the research.

The team works in harmony, making joint decisions and drawing on each other’s knowledge and skills. The editorial coordinator and project manager are also given a mandate within the team to fulfil that role and respect their tasks, even when it comes to difficult conversations, such as when someone is not delivering or does not show up despite agreements.

Conclusion

The role of editorial coordinator has long been recognised in journalism, and the importance and added value of project management roles and tasks are also increasingly recognised.

Ideally, these two roles should be performed by two different people, since they require different skill sets and offer a different perspective on the project.

In my opinion, collaboration between these two roles provides maximum support for an investigation in terms of both content and process. It gives experts maximum freedom to do what they do best and supports both the team and the project to achieve maximum results.

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Feel free to interact and share your ideas about the roles and the collaboration of these roles!

Happy Collaborating!

Project managers in investigative journalism can draw on a variety of methodologies to keep complex, cross-border investigations organised, secure and impactful. Unlike in software development, these aren’t rigid frameworks; they’re adaptable toolkits that help manage chaos while preserving journalistic integrity.

Here’s an overview of the most effective methodologies and why they matter:

1. Agile

What It Is:

Originally from software development, Agile emphasizes flexibility, iteration, and team collaboration. The original way of working demands specific roles and processes. However, as with many methods, not everything may be applicable, but some aspects could be very useful. In fact, the founders wrote a manifesto about Agile, stating that it is a philosophy rather than a method.

The Agile approach starts with a minimum viable product, such as an idea or dataset. The team then works on this idea or data in iterations of two or three weeks, with a clear goal. At the end of the ‘sprint’, as it is called, evaluation and insights determine the next one. Agile focuses on interaction, evaluation, and agility within a set framework.

Why It Works:

• Investigative projects often evolve as new leads emerge.
• Agile allows for frequent reassessment and course correction.
• Encourages short sprints with clear goals, making progress trackable.

Limitations:

• Working without deadline (the agility and itirations determine the duration of the investigation)
• No clear end result, which makes ending the project very difficult (itirations never end)

Tools:

Kanban boards [Paid: Asana, Click-up, Monday, and free: Trello]

2. Waterfall

What It Is:

It is a linear, step-by-step approach, in which each phase (planning, research, writing and publishing) must be completed before the next one begins. Although it sounds rigid, it provides a clear overview of what comes next. In projects, the process usually goes something like this: first you have an idea, then you do preliminary research, pitch it, do more research, create the story, add the visuals, publish it and evaluate it.

Waterfall project management provides a solid foundation for creative work within boundaries such as time and budget. It creates a roadmap that every team member can follow, with clear transitions to the next stage of the project and specific moments to decide whether to proceed or not (GO/NO GO moments).

Why It Works:

• Useful for well-defined investigations with fixed deadlines.
• Helps with budgeting and resource allocation when scope is clear.
• Supports large teams by using the GO / NO GO moments to agree on going forward.

Limitations:

• Less flexible if new findings disrupt the timeline.

Tools:

Spreadsheet, Gantt-chart [Paid: Asana, Click-up, Monday, and free: use a template in Google docs or Excel]

3. Story-Based Inquiry (SBI)

What It Is:

This is a methodology tailored for investigative journalism, focusing on developing a hypothesis for a story and testing it using evidence. It is particularly suited to solo investigations, but can also be used for collaborations. This method is arguably the most widely used way of conducting investigative research.

Why It Works:

• Keeps the investigation focused and hypothesis-driven.
• Encourages structured planning, source mapping, and timeline creation.

Limitations:

SBI is written for a single user, but with some adaptations very useful for teams

Tools:

Use the free Notion SBI template, available here

4. Human-Centered Design

What It Is:

A methodology that puts the needs of the team and audience at the center of planning. Human-centred design is an approach to the development of interactive systems that aims to make systems usable and useful by focusing on users and their needs and requirements, and by applying knowledge and techniques from the fields of human factors, ergonomics and usability. This approach enhances effectiveness and efficiency, improves human well-being and satisfaction, and increases accessibility and sustainability, while counteracting any adverse effects on human health, safety, and performance.

A key element of human-centred design is applied ethnography, a research method adopted from cultural anthropology which requires researchers to fully immerse themselves in their observations in order to record implicit details.

In investigative journalism, the ‘user’ is replaced by the audience. Applying human-centred design (HCD) to investigative journalism can radically improve collaboration, empathy and impact.

Why It Works:

• Encourages empathy and inclusive collaboration.
• Helps tailor tools and workflows to the team’s strengths.
• Helps tailor output to the audience expectations.

Limitations:

HCD takes a lot of time, investing in researching the teams and audience expectations and wishes. Not applicable for longterm investigations, as it is not very agile.

Tools:

Journey mapping, empathy mapping, customer arena, etc

Hybrid Methodologies

For investigative projects you may want to blend elements from multiple approaches:

• Agile for flexibility
• SBI for editorial clarity
• Waterfall for budgeting and publishing
• HCD for impact and better audience output

These hybrid models are especially useful in cross-border collaborations, where cultural, and logistical differences require nuanced management.

For example: in most of my projects doing investigative cross-border journalism, I combine waterfall (phases) and agile (within the phases), using hypotheses from SBI and their way of archiving findings with HCD to create more impact.

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Happy collaborating!!

The GIJN Guide, authored by Coco Gubbels and edited by Nikolia Apostolou, Alexa van Sickle, and Reed Richardson, is a seven-chapter resource designed to help journalists manage the organizational, logistical, and strategic elements of collaborative investigative journalism. It fills a gap in existing literature by focusing on project management rather than reporting techniques.

📌 Chapter Summaries

1. Collaborative Journalism

• Emphasizes the importance of cross-border collaboration to tackle global issues like corruption, climate change, and human rights abuses.
• Highlights how collaboration expands reach, resources, and impact.
• Introduces the role of a project manager to oversee non-editorial tasks and ensure smooth coordination.

2. Team Dynamics and Collaboration

• Discusses how to build and maintain a healthy team culture.
• Offers strategies for managing conflict, fostering trust, and ensuring clear communication.
• Encourages diversity and inclusion in team composition.
• Recommends regular check-ins and feedback loops to keep everyone aligned.

3. Planning and Timelines

• Covers how to define the scope, goals, and direction of a project.
• Introduces tools like Gantt charts and Kanban boards for visualizing timelines.
• Stresses the importance of setting realistic deadlines and milestones.
• Advises on adapting plans when investigations evolve or face delays.

4. Budgeting and Financial Management

• Explains how to create and manage a project budget.
• Includes tips on estimating costs for travel, tech tools, legal support, and freelancer payments.
• Encourages transparency and accountability in financial reporting.
• Suggests using budget templates and tracking tools.

5. Technology and Tools

• Lists essential tools for communication, file sharing, and task management.
• Recommends platforms like Slack, Trello, Google Workspace, and Signal.
• Discusses the importance of digital hygiene and secure data storage.
• Offers guidance on choosing tools based on team size, budget, and security needs.

6. Risk Management and Security

• Focuses on physical, digital, and legal risks in investigative journalism.
• Advises on conducting risk assessments and creating contingency plans.
• Covers source protection, secure communication, and legal vetting.
• Encourages training in digital security and emergency protocols.

7. Templates, Tips, and Further Reading

• Provides ready-to-use templates for budgeting, planning, and team coordination.
• Includes checklists for onboarding, risk assessment, and tool selection.
• Offers links to additional resources and case studies for deeper learning.

🛠️ Key Takeaways

• Project managers are crucial in investigative collaborations, handling logistics, timelines, budgets, and team dynamics.
• Successful projects require clear planning, effective communication, and robust security protocols.
• Using the right tools and templates can streamline workflows and reduce stress.
• Collaboration thrives on trust, transparency, and shared goals.

🌍 Why It Matters

With many global challenges and shrinking newsrooms, collaborative investigative journalism is more needed than ever. This guide empowers journalists to organize and execute complex investigations efficiently, ensuring that important stories reach audiences worldwide.

You can explore the full guide on GIJN’s official website: GIJN Guide to Project Management in Investigative Journalism – Global Investigative Journalism Network

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Interested in getting a training or a workshop in person or online? Let me know.

Happy collaborating!

How do we make the best decisions at a time when collaboration and international research are becoming increasingly central to our sector? Henry Mintzberg, management thinker and professor at McGill University, describes three fundamental approaches to decision-making: Think First, See First and Do First. These models are not only applicable in business, but also highly relevant in the context of journalistic collaboration, from daily editorial meetings to cross-border research projects.

📌 1. Think first: Analysis leads to action

This is the classic decision-making model:

• First, you diagnose the problem
• Then you design possible solutions
• Next, you decide based on analysis
• Finally, you implement the choice

This structured process works well for editorial strategies, budgeting or technology choices. But in complex and human situations, thinking too rationally can lead to missed opportunities.

In collaborative journalism, especially in large-scale cross-border projects, it is essential to make a clear diagnosis in advance:

• What topic are we going to investigate?
• Which partners are joining us?
• What sources are available, and what are the legal risks?

This is the domain of thinking first: clear agreements, analytical frameworks, project plans and ethical considerations. As Mintzberg states: “Thinking first works well when the issue is clear, the data are reliable, the context is structured, and there is time to think rationally.” (Mintzberg Blog – Decision Making)

📌 2. Seeing First: Intuition as Insight

International projects often start with a spark. A meeting at a conference. A shared feeling about an injustice. Recognising a pattern that others do not yet see. That is seeing first:

• A journalist meets a source with international reach
• An editor “feels” that a collaboration will be fruitful
• A topic gains momentum because several media outlets suddenly show interest

According to Mintzberg, this is not a random impulse, but often the result of years of experience and keen observation. Think of the emergence of many collaborative projects, in which intuitive choices led to powerful journalistic revelations.

Sometimes you just know something right away: the decision to hire a new talent, or to do a report on an emerging topic before it goes viral. “Love at first sight. Even some rather formal decisions happen this way, for example, deciding to hire someone two seconds into the interview.” (Mintzberg, Decision Making: It’s not what we think, 2016)

In journalism, this is often how the best stories are born: through intuition, experience, and a well-developed sense of timing.

📌 3. Do First: Action leads to insight

Perhaps the most powerful model for innovation. You start with something small, try it out, learn from it, and adapt it. IKEA discovered its successful self-assembly model when an employee had to remove the legs of a table to fit it in his car. That action led to a fundamental review of their entire logistics strategy. Mintzberg states: “You try something in a limited way to see if it might work… Start small to learn big.”

It is precisely in collaborative settings that the model of doing first proves particularly powerful:

• Share and investigate data together
• Test and adhance a joint visualisation tool all newsrooms can use for their story
• Work empirically on shared deadlines and publication timing

For editorial teams, this model applies to testing new formats, fine-tuning social media strategies or collaborating with AI tools, for example. Small experiments can trigger big changes.

🔎 What does this mean for journalistic decision-making?

Flexible decision-making is crucial in todays newsroom. Don’t just think in terms of rational analysis, but recognise the power of intuition and experimentation. Mintzberg challenges us to vary our decision-making style depending on the context.

When making decisions in joint research projects, these three models are complementary:

• Use thinking first to plan strategically and align expectations.
• Be open to seeing first when recognising opportunities and partnerships.
• Rely on doing first to refine tools, processes and collaborations.

📚 For those who want to explore this topic further, I recommend Mintzberg’s book: Management: It’s not what you think (Mintzberg, Ahlstrand & Lampel, 2010)

Be inspired by these insights. Because perhaps a different way of making decisions… will lead to a different way of collaborating and practising journalism.

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Which way of making decisions do you use most often in your work? Do you think first, see first, or do first?

Happy collaborating!

Efficient communication between teams is not just a luxury, it is crucial. Whether you are tracking illegal money flows or investigating abuse in the global supply chain, collaboration requires precision, trust and speed. But how can teams maintain a streamlined flow of information while dealing with different time zones, organisational cultures and operational sensitivities?

🔐 Build trust through transparency

Collaborative journalism thrives on trust. It is therefore essential to establish joint protocols for gathering and verifying information, and for setting publication deadlines, at an early stage of the process. Teams can share information safely by using secure platforms that balance openness and data protection, such as Signal, ProtonMail or encrypted cloud drives. As well as the tools you use, it is important to discuss how you use them.

Set clear expectations: how are decisions made? Who is responsible for what? What is the plan if a lead is blocked or a source withdraws? Having operational clarity reduces friction and preserves editorial autonomy, especially when deadlines are tight.

🧭 Operational rituals

Forget long, drawn-out meetings that no one wants to attend and half the team doesn’t benefit from. Instead, use specific meetings as a team to achieve alignment and stay on the same page.

For example, short, recurring check-ins that focus on active leads, new information and important updates. Use the following agenda: everyone shares what they have done, what they are going to do and where they need support and from whom. Finally, discuss cross-team updates.

In addition, you plan (less frequently) a few longer meetings to discuss obstacles, budget and planning, and potential risks. Alternatively, there could be a newsletter with the latest updates per sub-team, links to the latest documents added and interviews with short summaries. This is created by the project manager, who conducts one-on-one interviews with the various team members.

All these “rituals” can take different forms, depending on the bandwidth and urgency. They can take place daily or weekly, depending on the project’s lead time.

🌍 Embrace asymmetry – and use it to your advantage

Teams differ in terms of resources, access and local knowledge. That’s not a flaw, but an advantage. A reporter in Istanbul may be able to uncover information that no one else can find, while an analyst in Berlin can dissect datasets with forensic precision. The magic of collaborative reporting lies in harmonising these asymmetries.

Use shared spreadsheets, comment threads and editorial calendars that reflect each team’s workflow. Value what each team contributes and divide the tasks accordingly. Discuss any areas of overlap where there may be friction, both personally and culturally.

📚 Document everything as if tomorrow’s audit depends on it

Memory between teams is fragile. Journalists come and go, stories evolve, and leads dry up. Avoid the “black hole syndrome” by keeping structured notes, version histories, and timelines of sources. Whether you use Obsidian, Notion, or a simple Google Doc, make sure it is searchable, time-stamped, and understandable. Make clear agreements about this in advance and refine them as necessary.

Bonus: a well-documented file often forms the basis for follow-up actions, film proposals or even legal proceedings.

💬 Promote a culture of communication, not just communication channels

Messaging apps are tools, but tone and mutual respect are culture. Teams that find it normal to give compliments, share doubts and ask for help often go the furthest. Celebrate small victories, acknowledge difficult decisions, and occasionally discuss the work: how it felt to pursue that story, or what inspired you to dig deeper. Also, evaluate what you are doing along the way.

Because behind every revelation that shakes the powers that be, there is a chorus of voices, not a solo performance.

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That’s all for today. Stay safe, stay alert, and keep working together cheerfully. 🕵️💡 Happy collaborating!

In the high-stakes world of cross-border investigations, collaboration is essential. However, even the most well-resourced and experienced teams can be tripped up by something deceptively simple:

Assumptions.

If project managers and coordinators do not actively identify and challenge assumptions, minor misunderstandings can escalate into delays, distrust and even failure. Having worked with teams spanning continents and sectors, I have identified five common traps that assumptions can lead to, which can quietly derail investigative progress:

1. Access and permissions are the same everywhere.

What’s open-source in one country might be restricted — or even criminalised — in another. Don’t assume that you can access the same data or protections across jurisdictions.

👉 Action: Involve local partners early on. Map legal frameworks upfront and do a risk assessment.

2. Everyone shares the same role clarity.

Your “project coordinator” might be their “editor”. Their ‘lead’ may not have decision-making power. Misunderstandings about structure and hierarchy can breed confusion.

👉 Action: Begin with an alignment session during the kick-off. Define roles and revisit them regularly.

3. Communication is universal.

Tone, silence and urgency can have different meanings in different cultures. What might feel like hesitation to you could be a sign of respect to someone else.

👉 Action: Ask about communication styles instead of interpreting them. Include translation – both linguistic and cultural.

4. Tech tools are equally available.

That shared drive you love might be blocked in your colleague’s country. Or it might be too risky. Or they might just be unfamiliar with it.

👉 Action: Assess everyone’s access and digital security needs. Choose tools that meet the lowest common denominator, not just your personal standard.

5. Everyone faces an equal risk.

Your reporter in Nairobi is not under the same threat as your analyst in Berlin. Yet we often assign tasks based on skill rather than risk exposure.

👉 Action: Constantly re-evaluate risk. Let it determine who leads, who stores data and how you publish.

Bottom line:

Assumptions fill the space between our workflows, and if we don’t address them, they’ll quietly undermine our best efforts.

The best leaders build cultures of clarity, where questions are welcomed, differences are surfaced and nothing is taken for granted.

What assumptions have you had to challenge in your collaborations?

Let’s share our experiences. Drop your insights below. 👇

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Please feel free to engage, ask or add!

Happy collaborating!

In the fast-paced world of journalism, every minute counts – and inefficiencies can silently undermine both productivity and impact. Whether it’s redundant workflows, unclear communication or outdated technology, even small inefficiencies can lead to missed deadlines, staff burnout and reduced output. Identifying and addressing these friction points isn’t just about saving time – it’s about strengthening the core of your project.

In this issue, we’ll explore practical strategies to streamline processes, empower your team and ensure your team is as efficient as the stories you tell. And of course this is not only the case for projects, but for newsrooms as well.

Consider the following strategies to manage a news organisation effectively and reduce inefficiencies:

1. Clear communication and goals: Make sure all team members understand the goals and expectations. This will keep everyone on the same page and reduce confusion.

2. Effective division of labour: Assign tasks based on editorial team members’ strengths and specialisms. This will ensure that work gets done faster and better.

3. Use technology: Use tools and software that can streamline workflows, such as content management systems (CMS), collaboration tools (such as Slack or Signal), and project management software (such as Trello or Asana).

4. Regular feedback: Provide regular, constructive feedback and encourage open communication. This will help identify bottlenecks and inefficiencies early on.

5. Training and Development: Invest in the ongoing training and development of your team members. The more competent and confident they are, the more efficient they will be.

6. Measure and analyse performance: Use KPIs (Key Performance Indicators) to measure editorial progress and performance. By tracking performance, you can identify and address problem areas.

Reducing inefficiencies isn’t about working harder; it’s about working smarter. Fostering clear communication, leveraging the right tools and supporting your team through feedback and development can help you create a culture that runs smoothly and delivers high-quality journalism. Even small changes to processes can lead to significant improvements in productivity, morale, and overall impact. As leaders, your ability to identify and eliminate bottlenecks is crucial for sustaining high-quality work in an increasingly demanding environment. The more efficient your team becomes, the more room there is for creativity, collaboration and powerful storytelling.

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Happy collaborating!

Effective feedback is the backbone of any successful investigative team – especially in a collaborative environment where trust, clarity and accountability are essential. In high-stakes, high-pressure reporting projects, feedback isn’t just about editing copy or fact-checking; it’s about fostering a culture of openness, mutual respect and continuous improvement. When given thoughtfully, feedback can improve the quality of investigations, strengthen team cohesion and help each member grow as a journalist. In this issue, we’ll look at best practices for giving feedback that is timely, constructive and tailored to the unique demands of investigative collaboration.

Feedback strategies

1. Be specific and concrete: Avoid vague comments. Clearly describe what is going well and what needs improvement.

2. Use the sandwich method: Start with something positive, then give constructive feedback and finish with something positive. This helps the message to sink in.

3. Focus on the behaviour, not the person: Focus your feedback on specific actions or work results, not on personal characteristics.

4. Actively listen: Give the other person a chance to respond and share their perspective. This will lead to a more open and constructive dialogue.

5. Show empathy: Show that you understand that receiving feedback can be difficult and that your intention is to help, not to criticise.

6. Regularity and timing: Give feedback regularly, rather than waiting for moments of review. And choose the right time to give feedback – immediately after an event is often most effective.

7. Offer solutions: Give suggestions for improvement and offer to help where needed. This will make the feedback more constructive and active.

8. Celebrate successes: Remember to give positive feedback on a regular basis. Recognising good performance is just as important as addressing areas for improvement.

Thoughtful, well-delivered feedback is one of the most powerful tools leaders have to guide their teams and improve the quality of investigative work. By incorporating these feedback strategies into your daily workflow, you can create a culture where collaboration thrives, accountability is shared and every team member feels supported to do their best journalism. Whether you’re leading a cross-border investigation or coordinating across newsrooms, consistent and constructive communication is what turns good teams into great ones. Let’s keep the conversation going – and the stories stronger.

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Feel free to add any comments, thoughts or share my newsletter with your connections…

Happy Collaborating!

Inclusion is not just a value; it is a critical strength for investigative teams. In a field defined by its commitment to uncovering the truth, it is one of our most powerful tools. When teams are inclusive in both composition and practice, they ask better questions, spot deeper patterns and gain access to sources and stories that would otherwise remain hidden.

Why inclusion matters in investigative teams

At its core, investigative work is collaborative*. No matter how skilled any individual reporter may be, investigations succeed thanks to shared insight, cross-checking and trust. Teams that reflect a diversity of backgrounds, life experiences, cultural knowledge, languages and social networks are better equipped to recognise bias, challenge assumptions and identify gaps in the story.

*I’d like to throw in a marvelous quote here by Laurie Treffers : “Collaboration is the magic key” and read her newsletter as well https://lnkd.in/eNT3qxug

Inclusive teams can:

• Spot overlooked leads. What one team member may see as a minor detail could signal something much larger to another. Cultural or experiential knowledge can reveal important angles that a homogeneous team might overlook.
• They can build deeper trust with sources and communities, especially those that have been underserved or misrepresented by traditional journalism in the past.
• Ask more incisive questions. Different perspectives can challenge standard narratives, reframe the central question of the investigation or reveal hidden systems of harm.
• Interpret data more meaningfully. A diverse team is more likely to question why patterns appear the way they do, whether certain groups are missing from the data, and what that absence means.

Inclusion Beyond Hiring

All too often, inclusion is treated merely as a staffing goal, a matter of numbers. However, true inclusion goes further; it means creating a team culture in which everyone is heard, empowered and respected. On an investigative team, this means:

• Shared ownership of story development. Inclusive teams don’t just assign diverse members to work on ‘identity’ or ‘community’ angles — they invite all team members to shape the investigative framework from the outset.
• Equitable access to roles and recognition: Everyone on the team should have the opportunity to lead, contribute ideas, conduct interviews and receive credit for their work. Inclusion involves actively disrupting gatekeeping around who gets high-visibility assignments or bylines.
• Mentorship and growth: Junior reporters or researchers from underrepresented backgrounds often face structural barriers that hinder their progress in investigative work. Inclusive teams prioritise mentorship and skill development as part of their culture.
• Internal accountability: Teams should regularly examine how bias may be influencing decisions about sources, narrative framing or editorial direction. Inclusion means being willing to self-audit and make corrections, just as we expect the institutions we investigate to do.

Inclusion in Practice: Better Reporting, Greater Impact

Recent investigative work into policing, environmental racism, wage theft and access to healthcare has demonstrated the effectiveness of diverse teams. In many of these cases, those leading the investigation had direct ties to the affected communities or brought lived experience that shaped the framing and outcome of the reporting. These stories not only exposed harm, but also resonated with audiences, building public trust and driving real change in some cases.

Inclusion also strengthens safety. When team members feel respected and valued, they are more likely to voice ethical concerns, potential blind spots or community sensitivities. This makes the reporting process more accountable and the end product more accurate and fair.

The Road Ahead

Investigative teams are often tasked with confronting injustice, corruption and structural inequality. This work must begin internally. Inclusion is not a tick-box exercise or a PR goal; it’s an ongoing practice that informs every stage of the reporting process, from pitch to publication.

As investigative reporters, researchers, producers, editors and data specialists, we must commit to building teams that reflect the complexity of the world we are trying to understand. Inclusion challenges us to dig deeper, listen longer and report with integrity.

When we bring more voices into the room, we will accomplish so much more.

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Happy collaborating!