I think it’s clear that ethically licensed software *won’t* be As Big As They Can Be - by design. I suspect they can still find pretty widespread use and safe adoption.
The ml5 code of conduct (github.com/ml5js/Code-of-…) has clauses in it that feel not very different from any SaaS terms of service. They perhaps cover more explicitly, but most (not all) terms of service or proprietary contracts can terminate for convenience.
If I’m a business looking to use ml5.js - I would have real questions about wether that’s a good fit. Not because of fear of running afoul of their ethics clauses (easy enough to avoid) - but more because they clearly say it’s for teaching, creativity, and social good.
That’s enough for me as a consumer of technology to look elsewhere if I don’t fit.
But it’s not exactly new ground to have uncertain clauses, or clauses that evolve quickly outside the main contract. Most proprietary software absolutely does.
At the root of this is the question about spread vs control over how your creation is used. It’s healthy to want to control how your work is used. You made it!
That those controls come out in licensing is fine. I like what ml5 is doing because it’s centered on their community and people. I dislike what Elastic or Mongo have done, because it takes away from people to ensure they get more upside $$ (which I don’t think they do, but 🤷♀️)
The best of open source *always* built intentional communities. That’s where the best of ethical source will come from as well. It’s not the license. It’s the community.
• • •
Missing some Tweet in this thread? You can try to
force a refresh
Let’s talk about Mike Kail being convicted. Full disclosure, I’ve met Mike a handful of times socially - he was definitely in the same infrastructure and venture scene. We have lots of connections. My recollection is he was nice and eager to be helpful. justice.gov/usao-ndca/pr/f…
In that scene (executive/founder/venture) it is very common to be introduced to other founders or executives, for the specific purpose of giving advice and aid. I try and do this as often as humanly possible - I never say no (sometimes it’s a “not this week”, but never “no”)
Sometimes you do that and everyone clicks - your advice is helpful, the team likes you. At that point it’s common to offer an advisory role - that usually comes with a small stock grant. I always turn these down. For three reasons.
Another management lesson here. We often talk about how VC Board Members behave badly. Sometimes board members do. But one reason you really want a board is for times like this.
Boards serve a number of purposes - management accountability and financial oversight are the big ones. A lot of early startups don’t have boards, and Basecamp probably doesn’t (it’s an LLC). It’s a mistake in both cases.
When you’re the CEO or co-founder, you’ve got a responsibility to the business, to your employees. If you’re doing it right, it’s frequently lonely and nerve wracking. You’re solving problems other people can’t or won’t most of the time. (Otherwise they wouldn’t be your problems)
if you’re a leader, and you aren’t analyzing how you would act, and why, in the situation at basecamp, you’re missing a golden opportunity. Every step offers a gold mine of introspection.
How not to roll out policy changes? Check. Why you never bundle things together? Check. Public airing of dirty laundry? Check.
I like to believe I would’ve killed the names list the moment I saw it. In 2009 it wouldn’t have been because I thought it was racist (tho I see that it is now), but because you cannot have disdain for the people you serve.
If I had to pick one thing I learned at Chef, it is this, even if you’re the founder. I had to turn it into a job, that I happened to love, with people I loved, but that ultimately was about the work. Not about my self worth. Just about doing good work, day after day.
Before I did that, everything was multi layered and fraught. I was harder to work with, much more volatile, and sometimes capricious. I’m a little that way by nature - but when my life is all tied up like that, it was so much worse.
Once I realized it could be work - everything got easier. My decisions, my feelings, my friendships. listen to Emily and Jill. Make your work be about your work. Free yourself to find pride in it, but have it be a part of your self worth and life, instead of the opposite.
The more time I spend in software development, the more I feel like everything hinges on architecture that is flexible in the face of new understanding about the domain. Too much architecture too soon means discovery slows down. Too little later on and the system can’t evolve.
Trying to do TDD without a firm grasp of architecture patterns is like building your own straight jacket. But then later, under testing the architecture means you’ll never be truly stable.
It’s a constant balancing act between over architecting and under architecting. The answers change with the code base, and with the teams, and ultimately ideally with the richness of our understanding of the domain were operating in.
This misses the point wildly. There aren’t different understandings of what open source means. There are people who want what they want. If they still can get it, they’re usually fine with whatever.