answer number 3 only

7.1 Case Study: A Clean Slate Nick Gibbons was described by his domates at Columbia University's prestigious School of Joumalim "hard-core new.hound with ink running in his blood." After working we best reporter for 10 year, Nid became chay editor of a newspaper in a midained Midwest town of about 100,000, erencing a large staff of local reporters and writer So when the president of the large media group that owned his newspaper asked Nick to come to headquarters for a meeting, he was excited. Until he heard what was said. The company was going top printing daily wwwpapers, instead publishing digital editions. Nick's newspaper would only be prined three days a weeks the other days the news would be divered in an dectronic edition. As a result, 75% of the newspaper workforce would low their joht At the preside wind Netherland day "Nick, we think you are the only editor at your newspaper that can make this happen." On the three-hour drive home, Nick realized that change at the newspaper was inevitable. Newspapers had been losing subscribers and revenue for a decade as readers turned to the Internet to get their news. Digital versions of newspapers were cheaper to produce and deliver. Although he did not like the idea of going digital, Nick knew in his heart that he will believed strongly in the importance of sporting the news and informing the community, no matter the format, To succeed in making the newspaper to a digital format, Nick was going to have to change an entrenched culture and belief system about newspapers, not only within his staff but among the public ww To de this, he had to start from the ground up, creating something entirely new. This would requise bringing aboard people who were energired about the future and not mouming the past His plan employed a three-prong approach. First, he informed the entire newspapersaff that they would lone their current jobs in three months and they would have to reapply for new jobs within the newspaper The first required qualification was a willingness to "forge the future for local journalism and make a contribution to this movement." If you can't let go of the past, he told his coworkers, then you can't more forward. In the end, almost 80% of the new positions were filled by former staffers whom Nick believed to be the bes and brightest people the newspaper had Secanal , Nick moved the company's officer out of the building it had been in for 20 years to a smaller, very public space on the first floor of downtown building. The offices were located on a corner completely vided by windows, the inner wurkings of the news on display to powerby. Nick wanted the newspaper's operations to be very visibile so that it didn't seem like it had just "dimppeared." Nick's skind approach was what he called a "high forgivenen factor. What they were creating a new and untried, and he now there would be plenty of mixteps along the way. Hestened to his now studies shut he didn't expect perfection, junt dedication and determination. For example, one of these me was the dimination of the newspaper reshusiwe list of locals, which taked in a huge community outcry. To correct this staffen determined they could satisfy the community's frustrations by creating a dedicated buite for a local events calendar with event organisers submitting the information Sectronically. A member would one colleges in editing the bound updating the website When the newspaper announced is change to a dipal format the reaction which Raden acced liptions, des dropped way like flies 's been four yeanie the change and the newspaper is slowly gaining back ders and spending on in w The to be colching der how to create digital do that can reach the righe audience by wing behavioral targeting and social media related to his vision Visions mually require changing people's value. What desired changes in values are highlighted by this case study 4. How well did Nick Gibbont articulate his vision for the paper If you were in Nick's shoes how