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User:Martind: Difference between revisions
From London Hackspace Wiki
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→The Hidden Laws of Hackspace
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** (This maybe already tells you everything you need to know about the abilities and limitations of the Hackspace.) | ** (This maybe already tells you everything you need to know about the abilities and limitations of the Hackspace.) | ||
=== The Hackspace | === The Hackspace Community === | ||
* The mailing list may seem like a scary place at first, but it is also one of our greatest assets: the community hivemind. It can have great intensity but also often is a source of great wisdom. A place where many voices build on each other, but also a source of many irreconcilable contradictions. Becoming familiar with it this is one of the key rites of passage for new members. | * The mailing list may seem like a scary place at first, but it is also one of our greatest assets: the community hivemind. It can have great intensity but also often is a source of great wisdom. A place where many voices build on each other, but also a source of many irreconcilable contradictions. Becoming familiar with it this is one of the key rites of passage for new members. | ||
* Strong recommendation: always remain polite, and [http://en.wikipedia.org/wiki/Wikipedia:Assume_good_faith assume good faith]. You're not being helpful if your own replies serve to escalate rather than clarify. See also: our [[Code of Conduct]]. | * Strong recommendation: always remain polite, and [http://en.wikipedia.org/wiki/Wikipedia:Assume_good_faith assume good faith]. You're not being helpful if your own replies serve to escalate rather than clarify. See also: our [[Code of Conduct]]. | ||
=== Making | === Making Change === | ||
* Good work usually makes more change happen than good opinion. Instead of solving a problem by throwing demands at it you will likely be more successful by handing it over to a group of people who get along well and then letting them take charge. If you don't show up and contribute then it'll be hard for you to influence the outcome. | * Good work usually makes more change happen than good opinion. Instead of solving a problem by throwing demands at it you will likely be more successful by handing it over to a group of people who get along well and then letting them take charge. If you don't show up and contribute then it'll be hard for you to influence the outcome. | ||
* Making change is hard: it involves lots of initiative, and the patience to try again until you find the right way to make it work. It may entail having to change the habits of many people who have no reason to listen to you. This is by design. (And yes, it's not always good.) | * Making change is hard: it involves lots of initiative, and the patience to try again until you find the right way to make it work. It may entail having to change the habits of many people who have no reason to listen to you. This is by design. (And yes, it's not always good.) | ||
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* Make sure to tell people about your plans. Otherwise there's a good chance you'll get distracted by silly misunderstandings and oversights, and lots of redundant labour. | * Make sure to tell people about your plans. Otherwise there's a good chance you'll get distracted by silly misunderstandings and oversights, and lots of redundant labour. | ||
=== Recommended | === Recommended Reading === | ||
* [http://en.wikipedia.org/wiki/Hacker_ethic Hacker ethics], which inform many of our key values: decentralisation as default organisation principle, the hands-on imperative, merit before status, mistrust of authority, etc. | * [http://en.wikipedia.org/wiki/Hacker_ethic Hacker ethics], which inform many of our key values: decentralisation as default organisation principle, the hands-on imperative, merit before status, mistrust of authority, etc. | ||
* Jo Freedman's [http://www.jofreeman.com/joreen/tyranny.htm The Tyranny of Structurelessness], on the practical implications of running a structureless organisation | * Jo Freedman's [http://www.jofreeman.com/joreen/tyranny.htm The Tyranny of Structurelessness], on the practical implications of running a structureless organisation | ||
