As journalists, and as users of the web, we have ample opportunity to be creative. There are tons of stories out there — many more than there are, at any moment, journalists to cover them. In fact, the most common worry you hear in our little future-of-news sphere has nothing to do with a dearth of stories…it’s that important stories might go uncovered.

Why, then, is there so much imitation — repetition — redundancy — in our professional media ecosystem?

Pablo Boczkowski, a communications studies professor at Northwestern, has literally written the book on that question. News at Work: Imitation in an Age of Information Abundance explores the matter (more accurately: the problem) of redundancy. And at a talk yesterday at Harvard’s Kennedy School, part of the STS Circle series of interdisciplinary discussion, Boczkowski highlighted one particularly fascinating element of the book: the paradox that an increase in the volume of information available to us is occasioning a decrease in the diversity of news’ content. We’re increasingly getting from news organizations, and producing, what Boczkowski calls “homogenized news.”

Boczkowski’s research, I should note, was limited to two mainstream newspapers, Clarín and La Nación — in Argentina. And its content analyses, which examined 927 print and 1,620 online articles, were conducted between 2005 and 2007, as was its ethnographic study of the newsrooms and consumers in question. So, grain of salt, etc.

Still, though, the study and its findings highlight a phenomenon we see implicitly, if anecdotally: a kind of group-think among journalistic brands occasioning imitation and replication. “Pack journalism,” as it were, applied to content itself. As Pew’s State of the News Media report put it in 2006, “The new paradox of journalism is more outlets covering fewer stories.”

Boczkowski attributes this phenomenon to factors both structural and situational. While, in the past, news organizations were, for the most part, aware of their competitors’ stories only after they were published, the web allows outlets to monitor each others’ content in real time. The increase of their online presence has occasioned a “lifting of the veil of opacity in the social field,” Boczkowski put it; news organizations now have a window into the workings of competitors that is pretty much always open.

And they’ve instituted processes to keep their gaze trained on those competitors. The papers Boczkowski studied have introduced a role in their staffs that they call the “cablera” (loose translation: “the cable guy”): someone who sits in the center of the newsroom, all day (lunch eaten at desk), and whose job it is to monitor the web, radio transcripts, cable feeds, and, of course, competitors’ websites. Constantly. The cablera then sends relevant updates, via IM, to staffers — resulting, Boczkowski said, in a kind of “constant bombardment” on all sides. And staffers, in turn — with the help of the information provided by the cable guy — are expected to produce six to eight stories a day, in addition to updating the existing ones as needed.

It’s an environment, in other words, that lends itself implicitly to story imitation — as, really, a matter of pure pragmatism. Creativity requires time; the brand of “churnalism” (or, more recently, “hamster-wheel journalism“) that the studied papers seem to expect of their reporters, Boczkowski argues, drives content replication — and, thus, homogenization. Add that to the cultural incentives toward imitation — essentially, there’s a downside risk in missing a story that competitors have, without a countervailing risk for being repetitive — and you have an environment that encourages cross-outlet homogeneity. And, conversely, discourages creativity, enterprise, and innovation.

Which is particularly unfortunate, Boczkowski said, because — in addition to the obvious structural problems that encroaching homogenization creates for and among news organizations — audiences want variety. Particularly now, when the web allows readers to create for themselves a self-selected buffet plate of content to consume, redundancy seems…redundant. “You get everything from the same wool,” Vanina, a 40-year-old teacher, lamented to Boczkowski during an interview. She sensed “something monopolistic” in the news, she told him…which led in turn, she said, to a sense of claustrophobia and confinement. As Boczkowski put it yesterday: “The news we get is McDonald’s.” Sure, we might get some local variation among publications…but “the underlying principle, and the underlying food, is more or less the same.”