Tao Te Ching     The Book Of The Way     #Lao Tzu                       audiobook   FREE, FULL

stallman vs geohot on software licensing

## Stallman vs. Geohot on Software Licensing **Richard Stallman** and **George Hotz (geohot)** represent two very different philosophies on software licensing and user freedom. ### Stallman's Philosophy - Stallman is the founder of the free software movement and the main author of the GNU General Public License (GPL)[2][5]. - He advocates for "free software," meaning software that gives users the freedom to use, study, modify, and distribute code. - Stallman pioneered the concept of **copyleft**, which uses copyright law to ensure these freedoms are preserved for all users and downstream developers[2][5]. - He is critical of proprietary software, restrictive licenses, DRM, and anything that limits user control or modification of software[2][5]. - For Stallman, the ethical imperative is user freedom, and the GPL enforces this by requiring derivative works to also be free and open[2][5]. ### Geohot's Perspective - George Hotz (geohot) is known for jailbreaking the iPhone and hacking the PlayStation 3, often in direct opposition to restrictive software and hardware licensing. - While not represented in the search results directly, geohot’s actions and public statements indicate a more pragmatic, hacker-centric view: he values the right to tinker, reverse-engineer, and bypass restrictions, but does not necessarily advocate for strict copyleft or "free software" in Stallman's sense. - Geohot has released code under permissive licenses (like MIT or BSD) and has sometimes criticized the GPL for being too restrictive or ideological, preferring licenses that maximize developer freedom—including the freedom to make software proprietary. ### Comparison Table | Aspect | Richard Stallman (GPL) | Geohot (Permissive/Hacker) | |-------------------------|--------------------------------------------------------|-------------------------------------------| | Core Value | User freedom (use, study, modify, share) | Developer freedom, right to tinker | | License Preference | Copyleft (GPL) | Permissive (MIT, BSD) | | View on Proprietary SW | Strongly opposed | Opposes restrictions, but less ideological| | Redistribution Rules | Derivatives must remain free/open | Derivatives can be closed or open | | Attitude Toward DRM | Actively fights DRM, calls it "digital restrictions" | Breaks DRM, but less focus on licensing | ### Key Differences - **Stallman** wants to guarantee freedom for all users, even at the cost of limiting what developers can do with the code (e.g., can't make it proprietary)[2][5]. - **Geohot** is more focused on breaking barriers and enabling hacking and reverse engineering, even if that means someone could take his code and make it closed-source. ### Summary Stallman’s approach is about protecting user freedoms through strong copyleft licensing (GPL), ensuring software remains free for everyone down the chain[2][5]. Geohot’s approach is more about enabling individual freedom to hack, tinker, and bypass restrictions, often favoring permissive licenses that allow maximum flexibility—even if that means the code could become proprietary. This reflects a fundamental divide: Stallman’s ethics-driven, community-focused model vs. geohot’s pragmatic, hacker-centric ethos. [1]

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Ed Latimore

Masanobu Fukuoka was born in 1914 in a small farming village on the island of Shikoku in Southern Japan. He was educated in microbiology and worked as a soil scientist specializing in plant pathology, but at the age of twenty-five he began to have doubts about the "wonders of modern agriculture science." While recovering from a severe attack of pneumonia, Fukuoka experienced a moment of satori or personal enlightenment. He had a vision in which something one might call true nature was revealed to him. He saw that all the "accomplishments" of human civilization are meaningless before the totality of nature. He saw that humans had become separated from nature and that our attempts to control or even understand all the complexities of life were not only futile, they were self-destructive. From that moment on, he has spent his life trying to return to the state of being one with nature. At the time of his revelation, Fukuoka was living in a Japan that was abandoning its traditional farming methods and adopting Western agriculture, economic and industrial models. He saw how this trend was driving the Japanese even further from a oneness with nature, and how destructive and polluting those practices were. As a result, he resigned his job as a research scientist and returned to his father's farm on Shikoku determined to demonstrate the practical value of his vision by restoring the land to a condition that would enable nature's original harmony to prevail. Through 30 years of refinement he was able to develop a "do-nothing" method of farming. Without soil cultivation such as plowing or tilling, chemical fertilizers, pesticides, weeding, pruning, machinery or compost, Fukuoka was able to produce high-quality fruit, vegetables and grains with yields equal to or greater than those of any neighboring farm. In his 60's, Fukuoka sat down to document what he had seen and done. In 1975 his first book "One Straw Revolution" was released and has had a profound impact on agriculture and human consciousness all over the world. "One Straw Revolution" was followed by "The Natural Way of Farming" and then by "The Road Back To Nature." Since 1979, Fukuoka has been touring, giving lectures and sowing the seeds of natural farming all over the world. In 1988 he was given Deshikottan Award, and the Ramon Magsaysay Award. In 1997 he received the Earth Council Award. from

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Rare interview of Steve Jobs concerning Apple in Cork (1980)

I employ 40 people, here's my top 5 pieces of advice for business owners

I employ 40 people across two different businesses. These range from mostly employees in my painting business, to about a 50% split between employees and contractors in my SAAS... As a leader of so many with very little upper management leadership (I am the only upper management in my painting business) I rely heavily on people making sound decisions without the need for constant input from me. I host very little meetings and collaborate mostly via slack. Here's my top 5 pieces of advice for new business owners when it comes to management and leadership. Create space for people to make mistakes - in my painting business, there's plenty of mistakes that happen, of course, more so in my painting business than SAAS specifically because we are working people's homes. I rarely dwell on mistakes, instead, I've created a culture of solution driven crew leaders that if they call me, they're already prepared with a few solutions - at that point, my only job is to help guide them on which one makes the most sense from my perspective (even though i'm not on the job) Doing this overtime, I've probably limited the "what do I do" texts, calls, and messages by 70% because my team members know they're not going to lose their job if a mistake happens. Stop outsourcing leaders at early stages - I tried to hire in "managers" for certain roles, and although they have their place, for me, my experience is to give people an opportunity to manage. I know in some sectors it requires experience, but for me, I like to leverage loyalty. I think loyalty drives growth more than anything and the best way to garnish loyalty is to give opportunity to people. In my painting business, all 4 of my crew leaders have never managed anything in their lives - however, I saw something in them when they were painters that prompted me to give them a chance at managing. From there, two of those crew leaders are now project managers. This fosters a culture of growth that allows my team to see that growth is achievable. Honestly, if I were to bring someone in to manage a crew it would probably hurt morale. It's Cliche, but hire for character, train for skill. On average, my customer success applications for my SAAS get 450 applications on LinkedIn within the first 3 days - it's literally impossible to filter these applicants with the linked in tools, so we funnel them into an internal form - the form is built entirely off of about 80% situational questions that help us see how the applicants will handle tough situations... "A customer is threatening to cancel their account because no one answered their request for help on the intercom messenger - how do you handle this?" Sure, a little experience in customer success helps, but you can really learn a lot by letting people answer these types of questions. Be accessible - get off your podium I used to work for a bank that had about 400 employees - the CEO was this illusive ghost that only showed his face at corporate events. He wasn't a "team guy" he was just a guy that made high level decisions - people kind of feared him. I remember at an awards event, he had an assistant raddle off the awards, and like a puppet he would hand the awards to the winners and shake their hands. He didn't even know the people he was handing awards to. It was awkward. I vowed to never be that way. I don't care if you are QA or you are a prepper on a paint job. I want to shake your hand, or get to know you, or have a conversation with you - i know at scale this is hard, but in meetings, at the end of a meeting (especially a big one) i always say "I'm an open book, send me a message, don't be a stranger. Even if it's just to say what's up" I don't really know the impact because I don't ask, I just know that if i were an employee it would take the pressure down a notch. Care about people I can't teach you how to care about people. It's an innate thing. Possess empathy. I've had people in some of the most crucial times call out of work because of a life thing that happened. Dog died, family member issue, kid got in trouble at school, mental health day... idk all sorts of things. There's no paint emergencies, and there's no SAAS emergencies. Life happens - everything can be fixed tomorrow. I always have my team's back, in some situations, i'd even step in to go paint, or fulfill a role in customer success, do a demo, or whatever is required to help the team. Again, i haven't polled people on this, but I will say that if i were an employee, i'd appreciate this TLDR: 5 things to help you lead a better organization and create a culture of happiness

My net worth is $4M but I choose to live in my car

My Biggest WINS & REGRETS Of 2023

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