The 20th century killed 1,000 daily newspaper newsrooms and 1,000 radio newsrooms. Media evolutions doesn't favor the big or strong. It favors the nimble. Be nimble.

 -- Eric Newton, Introduction, "News, Improved"

While traveling earlier this week (and snowbound in Maine!), I finally read "News, Improved: How America's Newsrooms are Learning to Change," the new book out from the Knight Foundation, written by Michele McLellan and Tim Porter.

The book focuses on leadership and change in various newsrooms across the country with clear explanations of what is required for real change, and what does and does not work. Meerly managing the newsroom does not yield effective change. "Managers make the trains run on time. Leaders plan out the new track," McLellan and Porter wrote.

At 115 pages, "News, Improved" quickly delves into the characteristics of various newsroom culture. "Contrast two groups of professionals facing an uncertain future. One is defensive. Resists the notion that change and quality are compatible. Beats down new ideas. The other group is constructive. Scans the horizon for new opportunities. Sees the sheer fun of possibilities ahead," McLellan and Porter wrote. The former group of professionals describes most newsrooms -- the latter describes only some. The newspaper industry definitely needs more of the "some."

But that will require "breaking the defensive shell," they wrote -- a process that begins with trust and encouragement. Doing that wasn't easy for some of the editors interviewed for the book, but eventually they realized "for the staff to step up... they would need to step back."

The most successful newsroom leaders believe the status quo isn't working, they're willing to let go of some authority, and they recognize training improves their newsrooms, according to the book. In addition, leaders have a vision of where they want to be and when (and how) they want to arrive there. Of course, it's easier said than done.

Fortunately, the book gives well-detailed steps and real-newsroom tips for everyone from newspaper executives to middle management and on down the line. The book breaks down the daunting task of leading newsroom change into do-able chunks without brushing aside the seriousness and challenge of setting change goals, prioritizing and explaining those goals, figuring out how to follow through, and then doing it.