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Joined 2 months ago
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Cake day: February 14th, 2025

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  • Lets back up the truck a little.

    Sounds like a cool idea, why don’t you set it up?

    This sarcastic little witticism required a sarcastic and witty response, which I provided.

    Obviously I’m not going to set it up because, as I said in my earlier comments it’s a dreamy idea. I could go on to say, in the absence of such a technological solution, archive.org should still refrain from copyright infringement because they quite obviously aren’t viable with their current stance.

    you’re licking the boots of record companies

    You’ll have to help me understand how this is so. In my comments I laid out a plan to maintain archive.org’s data for no (or very little) cost or effort, while ensuring that those record company’s receive nothing.

    For users, the value of archive.org is the data. However, that data has no value to litigators nor anyone else. You can literally let the existing organisation collapse, and take the data to form a new organisation.

    If you want to interpret this plan as doing “nothing at all” then you’re free to do so.

    However, and forgive me this final sarcasm, doing nothing at all would be more productive than a change.org petition.







  • There must be a lot of complicated aspects to this that I don’t understand.

    The right course of action seems obvious to me…

    Firstly spin out a separate organisation to manage the wayback machine. It shouldn’t be part of the pot defending against litigation like this.

    Secondly, and I feel silly saying this but… don’t institutionalise the perpetration of rights violations? In the age of distributed databases and the dark web and the block chain and federation surely we can figure out a way to archive media that doesn’t put people or organisations at risk of litigation.

    Finally, if the individuals involved with IA are not liable for the debts of IA then the organisation should fold because that’s practically free compared to defending against these litigious assholes.



  • Today I have…

    • spoken to a team member under my supervision about their workflow (30m)
    • reviewed applicants for a role on my team (15m)
    • prepared some financial reports for a client (1h)
    • prepared some financial forms for that client (1h)
    • figured out the right methodology for a complex letter for that client (30m)
    • drafted a complex financial / legal letter for that client (1h)
    • felt stressed about this client’s situation (45m)
    • applied a check list to this client’s project (30m)
    • reviewed and attended to some emails (30m)

    It’s time for lunch now.




  • This is a long way off, at least in Australia. Probably not for any good reason though.

    Any time you propose some sort of citizen ID number scheme nutters start talking about “the mark of the beast”. It’s a biblical thing in which someone envisaged a dystopia in which everyone had an identifying mark on their forehead.

    In Australia for example there was a lot of resistance to everyone being assigned a tax id number in the 80s. The law is still structured around this cultural anxiety to this day. For example, you can’t be forced by law to provide your tax id number, and every different government agency will assign you their own number.

    Biometrics have their own problems. An iris scan or finger print might be ok, but I would be extraordinarily reluctant to provide my DNA to anyone under any circumstances.



  • Most people just aren’t equipped to decide how much someone else should earn. Firstly they might be unable to be objective about people they know. Secondly they don’t have the appropriate skills and experience to evaluate someone’s performance.

    Due to the first issue, that would make the whole thing a popularity contest. You’d pretty much have to “campaign” to ensure everyone liked you. Who cares about productivity when all that really matters is that everyone likes you.

    Instead of voting for someone’s salary, key personnel are evaluated by asking stakeholders to score them on whatever metrics. Stakeholders should include staff and clients and suppliers, et cetera.

    Based on their performance you can determine an appropriate bonus.