Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2018/06/21/everyday-sexism.html

My friend, colleague, and boss, Karen Sandler,
yesterday tweeted
about one of the unfortunately sexist incidents that she’s faced in her
life. This incident is a culmination of sexist incidents that Karen and I
have seen since we started working together. I describe below how these
events entice me to be complicit in sexist incidents, which I do my best to
actively resist.

Ultimately, this isn’t about me, Karen, or about a single situation, but
this is a great example of how sexist behaviors manipulate a situation and
put successful women leaders in no-win situations. If you read this tweet
(and additionally already knew about Software Freedom Conservancy where I
work)…

… you’ve already guessed that I’m the male employee that this
executive meant. When I examine the situation, I can’t think of a single
reason this donor could want to speak to me that would not be more productive
if he instead spoke with Karen. Yet, the executive, who was previously well
briefed on the role changes at Conservancy, repeatedly insisted that the
donation was gated on a conversation with me.

Those who follow my and Karen’s work know that I was Conservancy’s first Executive Director.
Now, I
have a lower-ranking role since Karen came to Conservancy.

Back in 2014, Karen and I collaboratively talked about what role would
make sense for her and me — and we made a choice together. We briefly
considered a co-Executive Director situation, but that arrangement has been
tried elsewhere and is typically not successful in the long term. Karen is
much better than me at the key jobs of a successful Executive Director.
Karen and I agreed she was better for the job than me. We took it to
Conservancy’s Board of Directors, and they moved my leadership role at
Conservancy to be honorary, and we named Karen the sole Executive Director.
Yes, I’m still nebulously a leader in the Free Software community (which I’m
of course glad about). But for Conservancy matters, and specifically donor
relations and major decisions about the organization, Karen is in charge.

Karen is an impressive leader and there is no one else that I’d want to
follow in my software freedom activism work. She’s the best Executive
Director that Conservancy could possibly have — by far. Everyone in
the community who works with us regularly knows this. Yet ever since Karen
was named our Executive Director, she faces everyday sexist behavior,
including people who seek to conscript me into participation in institutional
sexism. As outlined above, I was initially Executive Director of Conservancy,
and I was treated very differently than she is treated in similar situations,
even though the organization has grown significantly under her
leadership. More on that below, but first a few of the other everyday
examples of sexism I’ve witnessed with Karen:

Many times when we’re at conferences together, men who meet us assume
that Karen works for me until we explain our roles. This happens almost
every time both Karen and I are at the same conference, which is at least a
few times each year.

Another time: a journalist wrote an article about some of “Bradley’s
work” at Conservancy. We pointed out to the journalist how strange it
was that Karen was not mentioned in the article, and that it made it sound
like I was the only person doing this work at our organization. He initially
responded that because I was the “primary spokesperson”, it was
natural to credit me and not her. Karen in fact had been more recently giving
multiple keynotes on the topic, and had more speaking engagements than I did
in that year. One of those keynotes was just weeks before the article, and
it had been months since I’d given a talk or made any public
statements. Fortunately, the journalist was willing to engage and discuss the
importance of the issue (which was excellent) and the journalist even did
agree it was a mistake, but neverthless couldn’t rewrite the article.

Another time: we were leaked (reliable) information about a closed-door
meeting where some industry leaders were discussing Conservancy and its
work. The person who leaked us the information told us that multiple
participants kept talking only about me, not Karen’s work. When someone in
the meeting said wait, isn’t Karen Sandler the Executive Director?,
our source (who was giving us a real-time report over IRC) reported that
that the (male) meeting coordinator literally said: Oh sure, Karen
works there, but Bradley is their guiding light. Karen had been
Executive Director for years at that point.

I consistently say in talks, and in public conversations, that Karen is my
boss. I literally use the word “boss”, so there is no
confusion nor ambiguity. I did it this week at a talk. But instead of
taking that as the fact that it is, many people make comments like well,
Karen’s not really your boss, right; that’s just a thing you say?. So,
I’m saying unequivocally here (surely not for the last time): I report to
Karen at Conservancy. She is in charge of Conservancy. She has the
authority to fire me. (I hope she won’t, of course :). She takes views and
opinions of our entire staff seriously but she sets the agenda and makes
the decisions about what work we do and how we do it. (It shows how bad
sexism is in our culture that Karen and I often have to explain in
intricate detail what it means for someone to be an Executive Director of
an organization.)

Interestingly but disturbingly, the actors here are not typically people
who are actually sexist. They are rarely doing these actions consciously.
Rather these incidents teach how institutional sexism operates in practice.
Every time I’m approached (which is often) with some subtle situation where
it makes Karen look like she’s not really in charge, I’m given the
opportunity to pump myself up, make myself look more important, and gain
more credibility and power. It is clear to me that this comes at the
expense of subtly denigrating Karen and that the enticement is part of an
institutionally sexist zero-sum game.

These situations are no-win. I know that in the recent situation, the
donation would be assured if I’d just agreed to a call right away without
Karen’s involvement. I didn’t do it, because that approach would make me
inherently complicit in institutional sexism. But, avoiding becoming
“part of the problem” requires constant vigilance.

These situations are sadly very common, particularly for women who are
banging cracks into the glass ceiling. For my part, I’m glad to help where
I can tell my side the story, because I think it’s essential for men to
assist and corroborate the fight against sexism in our industry without
mansplaining or white-knighting. I hope other men in technology will join
me and refuse to participate and support behavior that seeks to erode
women’s well-earned power in our community. When you are told that a woman
is in charge of a free software project, that a woman is the executive
director of the organization, or that a woman is the chair of the board,
take the fact at face value, treat that person as the one who is in charge
of that endeavor, and don’t (inadvertantly nor explicitly) undermine her
authority.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.

Post Syndicated from Bradley M. Kuhn original http://ebb.org/bkuhn/blog/2017/12/31/donate-conservancy.html

Earlier this year, in
February, I wrote a blog post encouraging people to donate to where I
work, Software Freedom Conservancy. I’ve not otherwise blogged too much
this year. It’s been a rough year for many reasons, and while I
personally and Conservancy in general have accomplished some very
important work this year, I’m reminded as always that more resources do
make things easier.

I understand the urge, given how bad the larger political crises have
gotten, to want to give to charities other than those related to software
freedom. There are important causes out there that have become more urgent
this year. Here’s three issues which have become shockingly more acute
this year:

• making sure the USA keeps it commitment
  to immigrants to allow them make a new life here just like my own ancestors
  did,
• assuring that the great national nature reserves are maintained and
  left pristine for generations to come,
• assuring that we have zero tolerance for abusive behavior —
  particularly by those in power against people who come to them for help and
  job opportunities.

These are just three of the many issues this year that I’ve seen get worse,
not better. I am glad that I know and support people who work on these
issues, and I urge everyone to work on these issues, too.

Nevertheless, as I plan my primary donations this year, I’m again, as I
always do, giving to the FSF and my
own employer, Software
Freedom Conservancy. The reason is simple: software freedom is still
an essential cause and it is frankly one that most people don’t understand
(yet). I wrote almost
two years ago about the phenomenon I dubbed Kuhn’s
Paradox. Simply put: it keeps getting more and more difficult
to avoid proprietary software in a normal day’s tasks, even while the
number of lines of code licensed freely gets larger every day.

As long as that paradox remains true, I see software freedom as urgent. I
know that we’re losing ground on so many other causes, too. But those of
you who read my blog are some of the few people in the world that
understand that software freedom is under threat and needs the urgent work
that the very few software-freedom-related organizations,
like the FSF
and Software Freedom
Conservancy are doing. I hope you’ll donate now to both of them. For
my part, I gave $120 myself to FSF as part of the monthly Associate
Membership program, and in a few minutes, I’m going to give $400 to
Conservancy. I’ll be frank: if you work in technology in an industrialized
country, I’m quite sure you can afford that level of money, and I suspect
those amounts are less than most of you spent on technology equipment
and/or network connectivity charges this year. Make a difference for us
and give to the cause of software freedom at least as much a you’re giving
to large technology companies.

Finally, a good reason to give to smaller charities like FSF and
Conservancy is that your donation makes a bigger difference. I do think
bigger organizations, such as (to pick an example of an organization I used
to give to) my local NPR station does important work. However, I was
listening this week to my local NPR station, and they said their goal
for that day was to raise $50,000. For Conservancy, that’s closer
to a goal we have for entire fundraising season, which for this year was
$75,000. The thing is: NPR is an important part of USA society, but it’s
one that nearly everyone understands. So few people understand the threats
looming from proprietary software, and they may not understand at all until
it’s too late — when all their devices are locked down, DRM is
fully ubiquitous, and no one is allowed to tinker with the software on
their devices and learn the wonderful art of computer programming. We are
at real risk of reaching that distopia before 90% of the world’s
population understands the threat!

Thus, giving to organizations in the area of software freedom is just
going to have a bigger and more immediate impact than more general causes
that more easily connect with people. You’re giving to prevent a future
that not everyone understands yet, and making an impact on our
work to help explain the dangers to the larger population.