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Stephen John Smoogen smooge at
Fri Jul 23 19:22:45 UTC 2010

To quote from inside of Red Hat.. is it Friday already and when did
this become memo-list? :)

2010/7/23 Máirín Duffy <duffy at>:
> On Fri, 2010-07-23 at 10:53 -0800, Jeff Spaleta wrote:
>> 2010/7/23 Máirín Duffy <duffy at>:
>> > I'm clearly quite biased but I trust Red Hat a lot more than I trust
>> > Google, as Google has done several things to me personally to completely
>> > lose my trust while Red Hat goes out of its way to do things the right
>> > way.
>> I don't disagree with you. I'm biased too. But we can't build a policy
>> that encodes..bias. We have to build a policy that puts vendors on an
>> equal footing.
> Do we really?
> If I need a cake for a party, and my mom is a baker, is it really cool
> to put her work on equal footing with other bakers in the area? When,
> you know, I wouldn't be alive without her? And she'll bake my cake for
> free?

I have no idea how this analogy works with Fedora... especially since
Fedora's mom doesn't bake our cake for free... and we aren't talking
about Mom's cakes but the car mechanic that Mom uses also.

The bigger issue is basic social psychology. You and I are paid by Red
Hat day in and day out... and whether we like it or not our brain's
pathways are different from those of people who are not paid. Our
group dynamics and acceptance of things is completely different from
'outsiders'. Leave Red Hat, and your brain patterns will change again
and you might come up with a different conclusion (depending on how
you left, what your social arrangements with people inside of Red Hat
are etc.)

I have seen people take the stand you are taking right now and then go
180 degrees different after leaving Red Hat (and vice versa for people
coming into RH). [THis behaviour is not just Red Hat but most
companies.. psychologists have seen it even down to McDonalds.]

 In any case, people outside of the 'clique' sense it and are more
wary of trusting people inside it or choices... thus the usual reason
you see these sort of cross communities requiring higher standards
from the sponsor than other organizations.

Stephen J Smoogen.
“The core skill of innovators is error recovery, not failure avoidance.”
Randy Nelson, President of Pixar University.
"We have a strategic plan. It's called doing things.""
— Herb Kelleher, founder Southwest Airlines

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