<div dir="ltr">Well, please rest assured abusive or sexist behavior will have zero-tolerance at the Ubuntu Hour or any other hour. The code of conduct expected of participants and presenters will be adhered to strictly as is below:<br>
<br><h3>We strive to:</h3>
<ul><li>
<h4>Be considerate</h4>
<p>Our work will be used by other people, and we in turn will depend
on the work of others. Any decision we take will affect users and
colleagues, and we should consider them when making decisions.</p>
</li><li>
<h4>Be respectful</h4>
<p>Disagreement is no excuse for poor manners. We work together to
resolve conflict, assume good intentions and do our best to act in an
empathic fashion. We don't allow frustration to turn into a personal
attack. A community where people feel uncomfortable or threatened is not
a productive one.</p>
</li><li>
<h4>Take responsibility for our words and our actions</h4>
<p>We can all make mistakes; when we do, we take responsibility for
them. If someone has been harmed or offended, we listen carefully and
respectfully, and work to right the wrong.</p>
</li><li>
<h4>Be collaborative</h4>
<p>What we produce is a complex whole made of many parts, it is the
sum of many dreams. Collaboration between teams that each have their own
goal and vision is essential; for the whole to be more than the sum of
its parts, each part must make an effort to understand the whole.</p>
<p>Collaboration reduces redundancy and improves the quality of our
work. Internally and externally, we celebrate good collaboration.
Wherever possible, we work closely with upstream projects and others in
the free software community to coordinate our efforts. We prefer to work
transparently and involve interested parties as early as possible.</p>
</li><li>
<h4>Value decisiveness, clarity and consensus</h4>
<p>Disagreements, social and technical, are normal, but we do not
allow them to persist and fester leaving others uncertain of the agreed
direction.</p>
<p>We expect participants in the project to resolve disagreements
constructively. When they cannot, we escalate the matter to structures
with designated leaders to arbitrate and provide clarity and direction.</p>
</li><li>
<h4>Ask for help when unsure</h4>
<p>Nobody is expected to be perfect in this community. Asking
questions early avoids many problems later, so questions are encouraged,
though they may be directed to the appropriate forum. Those who are
asked should be responsive and helpful.</p>
</li><li>
<h4>Step down considerately</h4>
<p>When somebody leaves or disengages from the project, we ask that
they do so in a way that minimises disruption to the project. They
should tell people they are leaving and take the proper steps to ensure
that others can pick up where they left off.</p>
</li></ul>
<h3>Leadership, authority and responsibility</h3>
<p>We all lead by example, in debate and in action. We encourage new
participants to feel empowered to lead, to take action, and to
experiment when they feel innovation could improve the project.
Leadership can be exercised by anyone simply by taking action, there is
no need to wait for recognition when the opportunity to lead presents
itself.</p>
<h4>Delegation from the top</h4>
<p>Responsibility for the project starts with the "benevolent
dictator", who delegates specific responsibilities and the corresponding
authority to a series of teams, councils and individuals, starting with
the Community Council ("CC"). That Council or its delegated
representative will arbitrate in any dispute.</p>
<p>We are a meritocracy; we delegate decision making, governance and
leadership from senior bodies to the most able and engaged candidates.</p>
<h4>Support for delegation is measured</h4>
<p>Nominations to the boards and councils are at the discretion of the
Community Council, however the Community Council will seek the input of
the community before confirming appointments.</p>
<p>Leadership is not an award, right, or title; it is a privilege, a
responsibility and a mandate. A leader will only retain their authority
as long as they retain the support of those who delegated that authority
to them.</p>
<h4>We value discussion, data and decisiveness</h4>
<p>We gather opinions, data and commitments from concerned parties
before taking a decision. We expect leaders to help teams come to a
decision in a reasonable time, to seek guidance or be willing to take
the decision themselves when consensus is lacking, and to take
responsibility for implementation.</p>
<p>The poorest decision of all is no decision: clarity of direction has
value in itself. Sometimes all the data are not available, or consensus
is elusive. A decision must still be made. There is no guarantee of a
perfect decision every time - we prefer to err, learn, and err less in
future than to postpone action indefinitely.</p>
<p>We recognise that the project works better when we trust the teams
closest to a problem to make the decision for the project. If we learn
of a decision that we disagree with, we can engage the relevant team to
find common ground, and failing that, we have a governance structure
that can review the decision. Ultimately, if a decision has been taken
by the people responsible for it, and is supported by the project
governance, it will stand. None of us expects to agree with every
decision, and we value highly the willingness to stand by the project
and help it deliver even on the occasions when we ourselves may prefer a
different route.</p>
<h4>Open meritocracy</h4>
<p>We invite anybody, from any company, to participate in any aspect of
the project. Our community is open, and any responsibility can be
carried by any contributor who demonstrates the required capacity and
competence.</p>
<h4>Teamwork</h4>
<p>A leader's foremost goal is the success of the team.</p>
<p>"A virtuoso is judged by their actions; a leader is judged by the
actions of their team." A leader knows when to act and when to step
back. They know when to delegate work, and when to take it upon
themselves.</p>
<h4>Credit</h4>
<p>A good leader does not seek the limelight, but celebrates team
members for the work they do. Leaders may be more visible than members
of the team, good ones use that visibility to highlight the great work
of others.</p>
<h4>Courage and considerateness</h4>
<p>Leadership occasionally requires bold decisions that will not be
widely understood, consensual or popular. We value the courage to take
such decisions, because they enable the project as a whole to move
forward faster than we could if we required complete consensus.
Nevertheless, boldness demands considerateness; take bold decisions, but
do so mindful of the challenges they present for others, and work to
soften the impact of those decisions on them. Communicating changes and
their reasoning clearly and early on is as important as the
implementation of the change itself.</p>
<h4>Conflicts of interest</h4>
<p>We expect leaders to be aware when they are conflicted due to
employment or other projects they are involved in, and abstain or
delegate decisions that may be seen to be self-interested. We expect
that everyone who participates in the project does so with the goal of
making life better for its users.</p>
<p>When in doubt, ask for a second opinion. Perceived conflicts of
interest are important to address; as a leader, act to ensure that
decisions are credible even if they must occasionally be unpopular,
difficult or favourable to the interests of one group over another.</p>
<p>This Code is not exhaustive or complete. It is not a rulebook; it
serves to distill our common understanding of a collaborative, shared
environment and goals. We expect it to be followed in spirit as much as
in the letter.</p><br><div class="gmail_extra"><br><br><div class="gmail_quote">On Mon, Dec 9, 2013 at 9:33 PM, Digimer <span dir="ltr"><<a href="mailto:lists-5ZoueyuiTZiw5LPnMra/2Q@public.gmane.org" target="_blank">lists-5ZoueyuiTZiw5LPnMra/2Q@public.gmane.org</a>></span> wrote:<br>
<blockquote class="gmail_quote" style="margin:0px 0px 0px 0.8ex;border-left:1px solid rgb(204,204,204);padding-left:1ex"><div>On 09/12/13 20:39, Bob Jonkman wrote:<br>
> Hi Renata: I've only been to one TLUG meeting, although I've been<br>
> to a number of other tech events in Toronto at Linuxcaffe and Free<br>
> Geek. And not just the grass-roots events like LUGs and Ubuntu<br>
> Hours, but also the big commercial events at the Convention Centre,<br>
> &c. And I go to _many_ tech events in Kitchener-Waterloo.<br>
><br>
> I've got to say I haven't seen or heard of any sexist experiences<br>
> at any of the events I go to. I don't know if that's because I<br>
> wouldn't tolerate it if it happened around me, or because it just<br>
> hasn't happened around me, or maybe because I've been oblivious.<br>
><br>
> I hope you'll come to Aruna's Ubuntu Hour this Saturday. As an<br>
> Ubuntu event any non-inclusive behaviour is not tolerated. That<br>
> doesn't mean that people don't get passionate about their ideas.<br>
> Just mention "Unity vs. Gnome" or "Emacs vs. vi" and see if the<br>
> volume of the discussion doesn't go up. And while it's likely there<br>
> is going to be a gender imbalance at Saturday's Ubuntu Hour, there<br>
> will be other women present.<br>
><br>
> Maybe give the TLUG meeting tomorrow another chance too. Now that<br>
> we've been alerted to undesireable behaviour I expect everyone will<br>
> be on the lookout for it, and will deal with it before it has a<br>
> chance to occur again.<br>
><br>
> --Bob.<br>
<br>
</div>For what it's worthy, and given that I don't know anything about the<br>
even Reneta is talking about, I've been on the receiving end of<br>
harassment before. I actually had to quit a job because management<br>
couldn't understand what was bothering me.<br>
<br>
In my case, the guy would in one breath tear me down; "why'd you use<br>
that function name? That's not smart" right in front of everyone, then<br>
in the next breath say stuff like "I like your hair". It's creepy as<br>
heck. The other guys I worked with saw it, and they were good guys,<br>
but they didn't understand why it was upset.<br>
<br>
I think the problem isn't good guys not speaking up, it's good guys<br>
not realizing when something is wrong.<br>
<span><font color="#888888"><br>
--<br>
Digimer<br>
Papers and Projects: <a href="https://alteeve.ca/w/" target="_blank">https://alteeve.ca/w/</a><br>
What if the cure for cancer is trapped in the mind of a person without<br>
access to education?<br>
</font></span><div><div>--<br>
The Toronto Linux Users Group. Meetings: <a href="http://gtalug.org/" target="_blank">http://gtalug.org/</a><br>
TLUG requests: Linux topics, No HTML, wrap text below 80 columns<br>
How to UNSUBSCRIBE: <a href="http://gtalug.org/wiki/Mailing_lists" target="_blank">http://gtalug.org/wiki/Mailing_lists</a><br>
</div></div></blockquote></div><br><br clear="all"><br>-- <br><span style="font-family:comic sans ms,sans-serif"><b>Aruna Hewapathirane</b><br>Consultant/Trainer<br>Phone : <a href="tel:647-709-9269" value="+16477099269" target="_blank">647-709-9269</a><br>
Website:<a href="http://goog_1768911931" target="_blank"> </a><a href="http://sahanaya.net/aruna/" target="_blank">Open Source Solutions</a></span><br>
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