Merge pull request #43 from evils/quote-0x20

Quote 0x20

2-do-ocracy.md

@@ -6,7 +6,7 @@
 * Have you done something? **Great!, now tell others about it.** Tell them what you did, and why you did it. A shared chat room or mailing list is a great place to do so. Telling other people about your actions lets them know who to thank and will give you more support.
 * If somebody complains: Either **revert it**, or work out a solution with the person who is complaining.
 
-A do-ocracy is an organizational structure in which individuals choose to pick up roles and execute tasks by themselves, rather than getting them appointed by others. Responsibilities and authority are attached to people who do the work, rather than to the elected/selected officials. **Doing a task is in itself justification for you being the person who does that job.**
+Do-ocracy is an organizational structure in which individuals choose to pick up roles and execute tasks by themselves, rather than getting them appointed by others. Responsibilities and authority are attached to people who do the work, rather than to the elected/selected officials. **Doing a task is in itself justification for you being the person who does that job.**
 
 ## Why not Democracy or Consensus?
 
@@ -14,22 +14,22 @@ Democracy and Consensus suffer from the same issue: everyone has an opinion abou
 
 * It takes up a lot of time and energy that could be better spent actually doing stuff.
 * It's very easy for problems to not get solved because the group doesn't agree on what the best solution is. This is a big issue because **a bad solution is often better than no solution.**
-* It puts too much focus on the idea instead of on the execution, even though research shows that the execution of a decision is often more important than the decision itself.
-* Group decision making often leads to diluted outcomes, that contain elements of everyone's opinion but that nobody supports fully. As a result, people will be less enthusiastic about putting time and energy into actually doing the thing. This will eventually lead to worse outcomes because the impact of a well-executed good idea is a lot better than that of a badly-executed perfect idea.
+* It puts too much focus on the idea instead of its execution, even though research shows that the execution of a decision is often more important than the decision itself.
+* Group decision making often leads to diluted outcomes, that contain elements of everyone's opinion but that nobody fully supports. As a result, people will be less enthusiastic about putting time and energy into actually doing the thing. This will eventually lead to worse outcomes because the impact of a well-executed good idea is a lot better than that of a badly-executed perfect idea.
 * It rewards armchair critics and armchair activists. If the only thing you want to contribute is your opinion, you should not force other people to take that opinion into account.
-* It encourages long feedback loops: because it takes a long time to make a decision, decisions need to be as perfect as possible. This is because it will take a long time to fix any issues. The fear of a bad decision will causing longer, more elaborate debate which increases the time it takes to make a decision. Modern software development practices such as Agile, Scrum and Kanban all stress the importance of having short feedback loops.
+* It encourages long feedback loops: because it takes a long time to make a decision, decisions need to be as perfect as possible. This is because it will take a long time to fix any issues. The fear of a bad decision will cause longer, more elaborate debate which increases the time it takes to make a decision. Modern software development practices such as Agile, Scrum and Kanban all stress the importance of having short feedback loops.
 
 ## How?
 
-A do-ocracy naturally emerges when the environment is right. There are a number of factors that are important.
+A do-ocracy naturally emerges when the environment is right. There are a number of important factors.
 
-* **Allow people to fail.** People need to feel safe knowing that they are allowed to try, and to fail. Thus, when people fail, we need to be kind and help them get better instead of berate them. The hackerspace gives everyone room to grow, and failure is part of that. For more information, read up on the idea of "blameless post-mortems" in the IT operations and DevOps communities.
+* **Allow people to fail.** People need to feel safe knowing that they are allowed to try, and to fail. Thus, when people fail, we need to be kind and help them get better instead of berating them. The hackerspace gives everyone room to grow, and failure is part of that. For more information, read up on the idea of "blameless post-mortems" in the IT operations and DevOps communities.
 * **Ask for help and help others.**
 * **Trust each other.**
 * **Focus on what you have in common instead of what you disagree on.**
 * **Recognize and reward the people doing stuff.**
 
-## Non-coercive authority
+## Noncoercive authority
 
 > "Coercive power is the ability to influence someone's decision making by taking something away as punishment or threatening punishment if the person does not follow instructions."
 
@@ -39,7 +39,7 @@ It is a misconception that, in a do-ocracy, nobody is in charge or nobody has au
 
 > A do-ocratic example: 30 people are going to Burning Man and camping together. Mary asks, “What if we organize a food pool so we can all cook and eat together?” Others answer, “Sure, I’d be a part of that,” or “I can make cake on Friday night.” Soon, Mary is calling campmates to borrow pots, pans and utensils, collating different people’s dietary restrictions, collecting money for food, and organizing trips to the store to buy supplies. At camp, she posts work signup sheets for cooking and cleanup, answers questions, and fills in when others can’t (or don’t) do their shifts.
 
-A new campmate may grumble, “Jeez, why does Mary get to decide what everyone eats and when they work? Who put her in charge?" The answer is "the do-ocracy put her in charge". The very act of organizing the food pool puts her in charge of the food pool. She can't force you to eat the food or work a certain shift, but you have to respect her authority. This means that if you want to use the pots and pans for something different, or of you want to use the food money to order different food, you have to ask her first. However, if she disappears in the middle of the camp, leaving the food pool in disarray, she looses that authority and anyone else can step in.
+A new campmate may grumble, “Jeez, why does Mary get to decide what everyone eats and when they work? Who put her in charge?" The answer is "the do-ocracy put her in charge". The very act of organizing the food pool puts her in charge of the food pool. She can't force you to eat the food or work a certain shift, but you have to respect her authority. This means that if you want to use the pots and pans for something different, or if you want to use the food money to order different food, you have to ask her first. However, if she disappears in the middle of the camp, leaving the food pool in disarray, she looses that authority and anyone else can step in.
 
 ## Limitations
 
@@ -47,7 +47,7 @@ Some things are too sensitive to be handled by do-ocracy alone, or are irreversi
 
 In general, if an action is irreversible, do-ocracy does not apply and you should discuss it with the larger group.
 
-## A do-ocracy is not a ..
+## A do-ocracy is not a ...
 
 * **Democracy** - In a democracy, everyone has a say in what gets done. In a do-ocracy, everyone does jobs that they think need to be done, **without everyone’s input.**
 * **Meritocracy** - In a meritocracy, the most qualified people for a job are selected for that job. In a do-ocracy, whoever does the job gets it, no matter how well they’re qualified.

3-meetings.md

@@ -2,13 +2,13 @@
 
 ## What should I discuss on a meeting?
 
-Since the hackerspace is mainly a Do-ocracy, there is actually very little that __needs__ to be discussed on a meeting. Do you want something done? Well then, don't talk about it, just do it. Moreover, meetings only have limited power since, even if everyone in the meeting agrees that "A" is something great to do, it will only be done if someone actually does it afterwards. **Therefore, meetings should be primarily focused on convincing people to do something or asking feedback on what you want to do instead of on deciding what should be done.**
+Since the hackerspace is mainly a do-ocracy, there is actually very little that __needs__ to be discussed on a meeting. Do you want something done? Well then, don't talk about it, just do it. Moreover, meetings only have limited power since, even if everyone in the meeting agrees that "A" is something great to do, it will only be done if someone actually does it afterwards. **Therefore, meetings should be primarily focused on convincing people to do something or asking feedback on what you want to do instead of on deciding what should be done.**
 
 Things you should discuss on a meeting:
 
 * Before using money of the hackerspace, discuss it on a meeting and make sure the board knows about it.
 * When organizing big events in the space.
-* If you want to do something that affects a lot of people in the space, and it's hard to reverse it when people complain.
+* If you want to do something that affects a lot of people in the space, and is hard to reverse when people complain.
 
 Things you can discuss on a meeting:
 
@@ -21,19 +21,23 @@ Things you can discuss on a meeting:
 
 Any member can schedule a meeting.
 
-1. Create a pad for the meeting topics and the meeting notes.
-2. Pick a date (preferably not during the social evening).
-3. Put the meeting in the calendar with a link to the meeting notes, announce it in the main channel and put a link in the changelog.
+1. Create a pad for the meeting topics and the meeting notes. Use the pad of the previous meeting to see what it should look like.
+1. Pick a date (preferably not during the social evening).
+1. Announce the meeting in the Main channel and in the Changelog **at least a week in advance**. The announcement should include:
+   * The url to the pad for that meeting
+   * The date of the meeting in ISO 8601 format (2021-11-14) and the time of the meeting in 24-hour format local time (20:00).
+
+Important and possibly controversial topics such as membership applications need to be on the pad at least a week in advance. **If you add such a topic after the meeting is announced, you need to add a new entry to the Changelog.**
 
 ## How do we make a decision during a meeting?
 
 During meetings, the normal decision making model is "provided nobody says no": you discuss a topic and propose an action during a meeting. You ask if anyone objects to that action. If nobody objects, you have the permission to do that thing. When a decision has been made, you need to write down the exact decision in the meeting notes.
 
-Note that this intentionally favors the "yes" vote: there is a slight barrier to speak up and say "no". The thinking behind it is that we want to make the barrier to "doing" as low as possible. We only want people to voice their opinions when they think it's really important or when they are explicitly asked.
+Note that this intentionally favors the "yes" vote: there is a slight barrier to speak up and say "no". The thinking behind this is that we want to make the barrier to "doing" as low as possible. We only want people to voice their opinions when they think it's really important or when they are explicitly asked.
 
 ## Why not regular consensus?
 
-[Consensus-based decision making](https://en.wikipedia.org/wiki/Consensus_decision-making) aims to involve as many stakeholders as possible in a decision. This is the exact opposite from our system, where we want to involve as few stakeholders as possible in a decision, in order to lower the barrier to "doing" as much as possible. Do-ocracy gives as much power as possible to the person doing it, instead of to the persons who have an opinion on it. When you want to do something, you have to make sure that nobody will hate it, instead of making sure that everyone is pleased.
+[Consensus-based decision making](https://en.wikipedia.org/wiki/Consensus_decision-making) aims to involve as many stakeholders as possible in a decision. This is the exact opposite from our system, where we want to involve as few stakeholders as possible in a decision, in order to lower the barrier to "doing" as much as possible. Do-ocracy gives as much power as possible to the person doing it, instead of to the people who have an opinion on it. When you want to do something, you have to make sure that nobody will hate it, instead of making sure that everyone is pleased.
 
 Having as many people as possible involved in a discussion encourages [Bikeshedding](http://bikeshed.com/): long useless discussion about trivial details that don't really matter in the bigger picture. This idea stems from Parkinson's [Law of triviality](https://en.wikipedia.org/wiki/Law_of_triviality), which shows that you can easily get approval for building a multi-million dollar atomic power plant, but if you want to build a bike shed, you will be tangled up in endless discussions about the color of the shed. This is because a power plant is so complicated that people cannot grasp it, while anyone can build a bike shed over the weekend so everyone can comment on it. People enjoy commenting on it because they want to be part of the discussion and they want to add a touch and show personal contribution. Although for the people voicing their opinion this might be enjoyable, it easily kills the passion of the person who wants to get things done, and it slows everything down to a crawl.
 
@@ -52,7 +56,7 @@ The statutes dictate the following.
 You can find the latest version of the statutes in the Government gazette (staatsblad) (Dutch-language).
 
 1. Go to <http://www.ejustice.just.fgov.be/tsv/tsvn.htm>
-2. Fill in `0x20` in the "Benaming" field and press the "Opzoeking" button. Now you should see a number next to the "opzoeking" button, this is how many search results there are. *0x20 is the short name for "Hackerspace Gent", previously "Whitespace".*
+2. Fill in `0x20` in the "Naam" field and press the "Opzoeking" button. Now you should see a number next to the "Naam" field, this is how many search results there are, press "Lijst" to see them. *"0x20" is the short name for "Hackerspace Gent", previously "Whitespace".*
 3. Press the "lijst" button to see all the search results.
 
 More important information from the statutes.
@@ -79,12 +83,12 @@ The topic is put on the agenda of the meeting and is announced on the Mattermost
 
 ### Meeting 1
 
-The topic is discussed in group and requires a 100% consensus to reach a group decision. The motivation for striving for consensus is because consensus comes with characteristics that benefit the hackerspace:
+The topic is discussed in the group and requires a 100% consensus to reach a group decision. The motivation for striving for consensus is because it comes with characteristics that benefit the hackerspace:
 
 * encourages discussion
-* forced to listen to opposing ideas that can give new insights
-* they can bring smarter compromises
-* <http://en.wikipedia.org/wiki/Consensus>
+* forces listening to opposing ideas that can give new insights
+* can bring smarter compromises
+* <https://en.wikipedia.org/wiki/Consensus>
 
 The required 100% consensus also means that a very small minority can block a decision. That is a desired feature but it comes with a responsibility. When a small minority or even an individual feels very strongly that a proposed decision is not correct they have the option to block a decision. This does not stop a decision completely because only the first meeting requires a full consensus. This means that the opposers need to use the time between the first and the second meeting to convince their fellow members of their viewpoint.
 
@@ -102,11 +106,11 @@ The point system is a **last-resort** option. This should not be the general pro
 
 **The point system has a few basic rules:**
 
-* Each voter has a certain number of points that he can distribute over the different proposals.
+* Each voter has a certain number of points that they can distribute over the different proposals.
 * The proposal with the most points wins.
 * In case of tie; re-vote.
-* **Number of points per voter  =** `(#_of_options * 2 ) + 1`
-* Results should be given to the group in binary format: what proposal won and what lost. This is to strengthen the support of the decision.
+* **Number of points per voter  =** `(#_of_proposals * 2 ) + 1`
+* Results should be given to the group in binary format: which proposal won and which lost. This is to strengthen the support of the decision.
 
 "No decision" is worse than a "bad decision". Conflict has to be solved eventually. That is why there is this last-resort option. However, we want to discourage people from blocking consensus. The point system has the following advantages:
 
@@ -132,7 +136,7 @@ In the point system, every voter gets some points that they can distribute betwe
 | B                   | 1                     | 4                    |
 | TOTAL               | 24                    | **26**               |
 
-As you can see in this example, a less-extreme proposal that, on first sight, has the minority of the votes, can still win. This gives the minority the incentive to come up with moderate ideas that everyone can agree with.
+As you can see in this example, a less extreme proposal that, on first sight, has the minority of the votes, can still win. This gives the minority the incentive to come up with moderate ideas that everyone can agree with.
 
 | Vote without points        |  Points to A                   | Points to B    |
 | -------------------------- |:------------------------------:| --------------:|
@@ -142,7 +146,7 @@ As you can see in this example, a less-extreme proposal that, on first sight, ha
 | A                          | 4                              | 1              |
 | A                          | 5                              | 0              |
 | A                          | 5                              | 0              |
-| B                          | 4                              | 1              |
+| A                          | 4                              | 1              |
 | B                          | 0                              | 5              |
 | B                          | 0                              | 5              |
 | B                          | 0                              | 5              |

4-the-board.md

@@ -5,7 +5,7 @@ The board exists to make sure the hacker environment survives. The board members
 Specifically, the board has two roles, and for everything that doesn't fall into these roles, the board members are regarded as regular members.
 
 1. *Warden of the physical core infrastructure of the space.* This stems from [the infrastructure pattern](https://wiki.hackerspaces.org/The_Infrastructure_Pattern). Provide a room with power, internet, a bar and [a kitchen](https://wiki.hackerspaces.org/The_Kitchen_Pattern) and the hackers will come. An important aspect of this is keeping a good relationship with the surroundings as said in [the landlord and neighborhood pattern](https://wiki.hackerspaces.org/The_Landlord_and_Neighbourhood_Pattern).
-2. *Counselor for the people in the space.* When conflict happens that can't be resolved in the group, the board is responsible for resolving the conflict. A great way to do this is [the private talk pattern](https://wiki.hackerspaces.org/The_Private_Talk_Pattern): go talk to the involved parties in private, listen to the person and let them know how the group feels.
+2. *Counselor for the people in the space.* When conflict happens that can't be resolved in the group, the board is responsible for resolving the conflict. A great way to do this is [the private talk pattern](https://wiki.hackerspaces.org/The_Private_Talk_Pattern): go talk to the involved parties in private, listen to them and let them know how the group feels.
 
 It's important for the board to communicate openly about what they do.
 
@@ -46,7 +46,7 @@ The board does not have any say about what other members are to do, and you want
 - The "warden" role requires people who are responsible and dependable. The kind of people who say "maybe that's not such a good idea, we might get thrown out if we do that".
 - The "counselor" role requires people who are open communicators, good listeners, and good at defusing a situation.
 
-Both roles require people who are trusted by the members, are open for feedback, and who communicate openly about what they're doing. Since a position with power is controversial (rightly so) in the hacker community, it's incredibly important that the members trust the people in the board. The board will make difficult decisions and the members need to trust that these decisions are the right ones for the space, not just the right ones for the people in the board.
+Both roles require people who are trusted by the members, are open to feedback, and who communicate openly about what they're doing. Since a position with power is controversial (rightly so) in the hacker community, it's incredibly important that the members trust the people in the board. The board will make difficult decisions and the members need to trust that these decisions are the right ones for the space, not just the right ones for the people in the board.
 
 ## How does the board get elected and expelled?
 

5-membership.md

@@ -3,16 +3,18 @@
 ## How do I become a member?
 
 1. Fill in [the membership application form](https://wiki.hackerspace.gent/Membership_form) and get two people to sign as sponsors. They will be responsible for making sure you get settled nicely, that you understand how the hackerspace works, and know how you can participate.
-2. Attend a meeting and present your application. On this meeting you announce you want to become a member and who your sponsors are. If you want you can talk a bit about why you're interested in the space. *Note: this meeting is simply an announcement. Your membership won't be discussed further, and no decision about it will be made on that meeting.*
-3. On the next meeting, your membership will be decided upon. It's useful to have you present at that meeting, but this is not a requirement. As a bonus for coming to the meeting, membership is often the first thing to be decided on a meeting. When you get voted in, you can join the rest of the meeting as a member! Membership decisions at a meeting follow the same process as other meeting decisions. See Chapter 3 for more info.
-4. Create an automatic bank transfer to transfer the membership fee each month. You will get your key after you made your first payment.
+2. Announce your membership application on the Changelog. Include in the message who your sponsors are.
+3. Attend a meeting and present your application. On this meeting you announce you want to become a member and who your sponsors are. If you want, you can talk a bit about why you're interested in the space. *Note: we won't discuss your membership further on this meeting and will not make any decision about it.*
+4. On a next meeting, your membership will be decided upon. It's useful to have you present at that meeting, but this is not a requirement. As a bonus for coming to the meeting, membership is often the first thing to be decided on a meeting. When you get voted in, you can join the rest of the meeting as a member! Membership decisions at a meeting follow the same process as other meeting decisions. See Chapter 3 for more info.
+5. Create an automatic bank transfer to transfer the membership fee each month. You will get your key after you made your first payment.
 
 Why this process?
 
 * Step #1 ensures that two people know and trust the applicant enough to vouch for them. It als ensures that the "culture" of the space gets transferred to new members.
-* Step #2 ensures that there is some time between the applicant first arriving in the space and the applicant being voted in.
-* Step #3 ensures that there is enough support for the applicant. The meeting decision model is used for the same reasons as to why it's used for meetings: a bad solution is better than no solution.
-* Step #4 gives the new member an incentive to pay asap.
+* Step #2 ensures everyone knows you want to become a member.
+* Step #3 ensures that the applicant understands how meetings are run and that there is some time between the applicant first arriving in the space and the applicant being voted in.
+* Step #4 ensures that there is enough support for the applicant. The meeting decision model is used for the same reasons as to why it's used for meetings: a bad solution is better than no solution.
+* Step #5 gives the new member an incentive to pay asap.
 
 *Note: If you want more context, see the `HTH_2018-11-17_membership.md` document in "the legacy" for more discussion on the membership procedure.*
 
@@ -20,11 +22,11 @@ Why this process?
 
 *The members create and maintain the hacker environment.*
 
-When a conflict/problem can not be resolved between individuals/via do-ocracy or when it impacts the group, a group decision is required. Any member can request that a decision is made by the Group Of Members instead of by do-ocracy/individual members.
+When a conflict/problem can not be resolved between individuals, via do-ocracy or when it impacts the group, a group decision is required. Any member can request that a decision is made on a meeting instead of by do-ocracy or individual members.
 
 The members should do the following things as a group.
 
-* Creating and patching the hackerspace blueprint.
+* Create and patch the hackerspace blueprint.
 * Solve problems in the hackerspace when do-ocracy cannot fix them.
 * Electing the board during a General Assembly.
 

6-guidelines.md

@@ -8,9 +8,7 @@ We want you to be a part of it, but you need to do three things.
 * be excellent to others,
 * and don't be an asshole.
 
-People have different realities, values and morals, resulting in different ideas for how to do these three things. Different realities have clashed in the past, which created friction and conflict. This was very dangerous the hackerspace dies when the community falls apart.
-
-This document helps solve the issue of different realities by giving you a set of guidelines to help you get an idea of what it means to be a valuable part of this community. These guidelines describe what the hackerspace thinks it means to use common sense, be excellent to others, and not be an asshole.
+People have different realities, values and morals, resulting in different ideas for how to do these three things. To get around these differing realities use empathy, not cunning. Continuously convincing others to see things your way will get you what you want in the short run but can breed resentment in the long run. Going out of your way to understand and to accommodate the other person's point of view strengthens the community itself. The guidelines below describe what the hackerspace thinks it means to use common sense, be excellent to others, and not be an asshole.
 
 First and foremost, [the golden rule](http://en.wikipedia.org/wiki/Golden_Rule): treat others the way you want to be treated.
 
@@ -48,18 +46,18 @@ There is a clear distinction between "personal" and "space" projects. Keep this
 
 * When you are using tools/infrastructure from the space, you are effectively borrowing that item from the community.
 * Return borrowed items as soon as possible in the same or better condition than when borrowed.
-* So when using something, clean it afterwards and put it back in it's place.
+* So when using something, clean it afterwards and put it back in its place.
 * If you are not trained to use tool X, don't use tool X but ask an expert to teach you first.
 * If you use one of the public workstations, please shut it off when you are done.
-* if you use the printer, please deposit some cash to pay for consumables
+* If you use the printer, please deposit some cash to pay for consumables.
 
 #### Damaging or losing space property
 
-If you damage or lose space property, you have to notice the community immediately in the Changelog or the Main channel on mattermost. Explain what happened and if/how you will fix it.
+If you damage or lose space property, you have to notice the community immediately in the Changelog or Main channel on mattermost. Explain what happened and if/how you will fix it.
 
 #### Taking space property out of the space
 
-Only members are allowed to take space property out of the space. If you take space property out of the space, you have to notify the community immediately, for example in the "changelog" or "main" channels on Mattermost. If a somebody disagrees with you taking it out of the space, make that person happy or put it back.
+Only members are allowed to take space property out of the space. If you take space property out of the space, you have to notify the community immediately, for example in the Changelog or Main channel on Mattermost. If someone disagrees with you taking it out of the space, make that person happy or put it back.
 
 ## Space maintenance
 
@@ -95,11 +93,11 @@ People are trying to concentrate in here so:
 
 * Mind your voice, volume. If you are talking to someone on the other side of the space, everyone in between can hear you; move closer.
 * We know you like X music, but use headphones or keep the volume low.
-* If need to make a lot of noise, ask if you are not intruding/disturbing.
+* If you need to make a lot of noise, ask if you are not intruding/disturbing.
 * Some moments are 'louder' than others, so it's not always easy to follow. Sometimes library/office-rules apply, sometimes workshop-rules and sometimes bar-rules. When in doubt, check with the other members.
 
 ### Network/security
 
 * Just leave other people's stuff alone, don't post "*funny*" social network status updates on unattended logged in computers.
-* Don't sniff the network, no ssl-strip / rogue dhcp / random script-kiddo stuff. It been done before. It's lame.
+* Don't sniff the network, no ssl-strip / rogue dhcp / random script-kiddo stuff. It's been done before. It's lame.
 * Don't congest the network with (legal) torrenting, just behave nicely, so we don't have to write an AUP.

LICENSE

@@ -1,4 +1,4 @@
-Attribution-NonCommercial-ShareAlike 4.0 International
+Attribution-ShareAlike 4.0 International
 
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@@ -33,7 +33,7 @@ exhaustive, and do not form part of our licenses.
      material not subject to the license. This includes other CC-
      licensed material, or material used under an exception or
      limitation to copyright. More considerations for licensors:
-	wiki.creativecommons.org/Considerations_for_licensors
+    wiki.creativecommons.org/Considerations_for_licensors
 
      Considerations for the public: By using one of our public
      licenses, a licensor grants the public permission to use the
@@ -50,22 +50,22 @@ exhaustive, and do not form part of our licenses.
      Although not required by our licenses, you are encouraged to
      respect those requests where reasonable. More considerations
      for the public:
-	wiki.creativecommons.org/Considerations_for_licensees
+    wiki.creativecommons.org/Considerations_for_licensees
 
 =======================================================================
 
-Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International
-Public License
+Creative Commons Attribution-ShareAlike 4.0 International Public
+License
 
 By exercising the Licensed Rights (defined below), You accept and agree
 to be bound by the terms and conditions of this Creative Commons
-Attribution-NonCommercial-ShareAlike 4.0 International Public License
-("Public License"). To the extent this Public License may be
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+Attribution-ShareAlike 4.0 International Public License ("Public
+License"). To the extent this Public License may be interpreted as a
+contract, You are granted the Licensed Rights in consideration of Your
+acceptance of these terms and conditions, and the Licensor grants You
+such rights in consideration of benefits the Licensor receives from
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+conditions.
 
 
 Section 1 -- Definitions.
@@ -84,7 +84,7 @@ Section 1 -- Definitions.
      and Similar Rights in Your contributions to Adapted Material in
      accordance with the terms and conditions of this Public License.
 
-  c. BY-NC-SA Compatible License means a license listed at
+  c. BY-SA Compatible License means a license listed at
      creativecommons.org/compatiblelicenses, approved by Creative
      Commons as essentially the equivalent of this Public License.
 
@@ -108,7 +108,7 @@ Section 1 -- Definitions.
 
   g. License Elements means the license attributes listed in the name
      of a Creative Commons Public License. The License Elements of this
-     Public License are Attribution, NonCommercial, and ShareAlike.
+     Public License are Attribution and ShareAlike.
 
   h. Licensed Material means the artistic or literary work, database,
      or other material to which the Licensor applied this Public
@@ -122,15 +122,7 @@ Section 1 -- Definitions.
   j. Licensor means the individual(s) or entity(ies) granting rights
      under this Public License.
 
-  k. NonCommercial means not primarily intended for or directed towards
-     commercial advantage or monetary compensation. For purposes of
-     this Public License, the exchange of the Licensed Material for
-     other material subject to Copyright and Similar Rights by digital
-     file-sharing or similar means is NonCommercial provided there is
-     no payment of monetary compensation in connection with the
-     exchange.
-
-  l. Share means to provide material to the public by any means or
+  k. Share means to provide material to the public by any means or
      process that requires permission under the Licensed Rights, such
      as reproduction, public display, public performance, distribution,
      dissemination, communication, or importation, and to make material
@@ -138,13 +130,13 @@ Section 1 -- Definitions.
      public may access the material from a place and at a time
      individually chosen by them.
 
-  m. Sui Generis Database Rights means rights other than copyright
+  l. Sui Generis Database Rights means rights other than copyright
      resulting from Directive 96/9/EC of the European Parliament and of
      the Council of 11 March 1996 on the legal protection of databases,
      as amended and/or succeeded, as well as other essentially
      equivalent rights anywhere in the world.
 
-  n. You means the individual or entity exercising the Licensed Rights
+  m. You means the individual or entity exercising the Licensed Rights
      under this Public License. Your has a corresponding meaning.
 
 
@@ -158,10 +150,9 @@ Section 2 -- Scope.
           exercise the Licensed Rights in the Licensed Material to:
 
             a. reproduce and Share the Licensed Material, in whole or
-               in part, for NonCommercial purposes only; and
+               in part; and
 
-            b. produce, reproduce, and Share Adapted Material for
-               NonCommercial purposes only.
+            b. produce, reproduce, and Share Adapted Material.
 
        2. Exceptions and Limitations. For the avoidance of doubt, where
           Exceptions and Limitations apply to Your use, this Public
@@ -229,9 +220,7 @@ Section 2 -- Scope.
           Rights, whether directly or through a collecting society
           under any voluntary or waivable statutory or compulsory
           licensing scheme. In all other cases the Licensor expressly
-          reserves any right to collect such royalties, including when
-          the Licensed Material is used other than for NonCommercial
-          purposes.
+          reserves any right to collect such royalties.
 
 
 Section 3 -- License Conditions.
@@ -276,6 +265,7 @@ following conditions.
           reasonable to satisfy the conditions by providing a URI or
           hyperlink to a resource that includes the required
           information.
+
        3. If requested by the Licensor, You must remove any of the
           information required by Section 3(a)(1)(A) to the extent
           reasonably practicable.
@@ -287,7 +277,7 @@ following conditions.
 
        1. The Adapter's License You apply must be a Creative Commons
           license with the same License Elements, this version or
-          later, or a BY-NC-SA Compatible License.
+          later, or a BY-SA Compatible License.
 
        2. You must include the text of, or the URI or hyperlink to, the
           Adapter's License You apply. You may satisfy this condition
@@ -307,15 +297,14 @@ apply to Your use of the Licensed Material:
 
   a. for the avoidance of doubt, Section 2(a)(1) grants You the right
      to extract, reuse, reproduce, and Share all or a substantial
-     portion of the contents of the database for NonCommercial purposes
-     only;
+     portion of the contents of the database;
 
   b. if You include all or a substantial portion of the database
      contents in a database in which You have Sui Generis Database
      Rights, then the database in which You have Sui Generis Database
      Rights (but not its individual contents) is Adapted Material,
-     including for purposes of Section 3(b); and
 
+     including for purposes of Section 3(b); and
   c. You must comply with the conditions in Section 3(a) if You Share
      all or a substantial portion of the contents of the database.
 
@@ -415,6 +404,7 @@ Section 8 -- Interpretation.
      that apply to the Licensor or You, including from the legal
      processes of any jurisdiction or authority.
 
+
 =======================================================================
 
 Creative Commons is not a party to its public

README.md

@@ -10,11 +10,11 @@ We created our very own hackerspace in Ghent. We had two rules: be excellent to
 
 * We cannot rely on common sense because **people have different realities.**
 * **People have different, conflicting goals.** Because of that, consensus will never be reached on certain things. Problems will arise and they will not be solved.
-* **No solution is worse than a bad solution.** Because when problems aren't solved, they pile up until the community falls apart.
+* **Having no solution is worse than a bad solution.** Because when problems aren't solved, they pile up until the community falls apart.
 
 We knew that, in order to fix this, we needed a system that gets the best out of everyone and enables us to be awesome! During many late-night discussions, we fleshed out this system and wrote it down with the working title of "hack the hackerspace". This eventually became "the hackerspace blueprint", a document that describes how to run a hackerspace in a way that brings out the best in people. You can download **[the latest PDF version of this document](https://github.com/0x20/hackerspace-blueprint/releases/latest/download/hackerspace-blueprint.pdf).** An [epub version](https://github.com/0x20/hackerspace-blueprint/releases/latest/download/hackerspace-blueprint.epub) is also available for e-readers.
 
-We have been refining this system for many years now, tweaking it when we encounter new issues and explaining important parts in more details. This document specifically describes how Hackerspace Gent runs, but it is generic enough so that it can be easily adapted to other hackerspaces and other self-governing organizations. Feel free to use and remix this for your own benefit, learn from our mistakes and let us know what you think of it!
+We have been refining this system for many years, tweaking it when we encounter new issues and explaining important parts in more details. This document specifically describes how Hackerspace Gent runs, but it is generic enough that it can be easily adapted to other hackerspaces and other self-governing organizations. Feel free to use and remix this for your own benefit, learn from our mistakes and let us know what you think of it!
 
 The goal of this system is to empower people to get the best out of themselves. It stimulates collaboration and enables people to think and solve problems creatively. We know that this system will be flawed from the start. We know that control of people is evil, but a flawed system is better than no system. Moreover, we continuously update this system to make it better. That is why [the hackerspace blueprint is on GitHub](https://github.com/0x20/hackerspace-blueprint). We want to make it easy for the community to contribute to it, and for other organizations to use it as a basis for their own system.
 

eisvogel.tex

@@ -712,9 +712,9 @@ $else$
   \lhead[$if(header-right)$$header-right$$else$$date$$endif$]{$if(header-left)$$header-left$$else$$title$$endif$}
   \chead[$if(header-center)$$header-center$$else$$endif$]{$if(header-center)$$header-center$$else$$endif$}
   \rhead[$if(header-left)$$header-left$$else$$title$$endif$]{$if(header-right)$$header-right$$else$$date$$endif$}
-  \lfoot[$if(footer-right)$$footer-right$$else$\thepage$endif$]{$if(footer-left)$$footer-left$$else$$for(author)$$author$$sep$, $endfor$$endif$}
+  \rfoot[$if(footer-right)$$footer-right$$else$\thepage$endif$]{$if(footer-left)$$footer-left$$else$$for(author)$$author$$sep$, $endfor$$endif$}
   \cfoot[$if(footer-center)$$footer-center$$else$$endif$]{$if(footer-center)$$footer-center$$else$$endif$}
-  \rfoot[$if(footer-left)$$footer-left$$else$$for(author)$$author$$sep$, $endfor$$endif$]{$if(footer-right)$$footer-right$$else$\thepage$endif$}
+  \lfoot[$if(footer-left)$$footer-left$$else$$for(author)$$author$$sep$, $endfor$$endif$]{$if(footer-right)$$footer-right$$else$\thepage$endif$}
   \renewcommand{\headrulewidth}{0.4pt}
   \renewcommand{\footrulewidth}{0.4pt}
 }

pandoc-metadata.yaml

@@ -15,6 +15,7 @@ toc-title: "Table of Contents"
 #
 # Options specific to Latex (PDF version)
 #
+book: true
 footer-left: "Hackerspace Gent"
 links-as-notes: yes
 # This is an inline yaml metadata code block that specifies custom headers and footers