> But you cannot count on them to not tell lies,

I think that's the wrong framing, at least for an organization like the NY Times.

For one, there's a difference between "a lie" and "an inaccuracy" even though most of the time (but not always!) lies are a subtype of inaccuracy. If you make a similar conflation in software development, you'd say that a team member who pushes buggy code to your repo sabotaged your project instead of saying he made a mistake.

Also there's a difference between an organization and its members. Those individuals you mentioned may have lied, but that doesn't mean the organization lied. If a disgruntled member of your team does try to sabotage your project, that doesn't mean your team is sabotaging the project.

I encourage you to dig deeper into the background of the Walter Duranty and Judith Miller cases, in both cases the individuals were lying and their colleagues and coworkers knew they were lying or had good reason to suspect it. In the case of Walter Duranty, it took the organization several decades to admit Duranty was full of shit, long after the facts were widely know.

> I encourage you to dig deeper into the background of the Walter Duranty and Judith Miller cases, in both cases the individuals were lying and their colleagues and coworkers knew they were lying or had good reason to suspect it. In the case of Walter Duranty, it took the organization several decades to admit Duranty was full of shit, long after the facts were widely know.

Duranty did his reporting literally 90 years ago, which is several generations in the past. That case is of limited use when reasoning about the organization today.

Miller was criticized by colleagues and was eventually forced out. She seems to me kind of like a software engineer who came up with some grand design that had fundamental problems, but couldn't let the design go. That's mistaken, arguably incompetent, but not sabotage.

But you CAN count on the New York Post to tell lies.