What kind of make up do you like?

วันจันทร์ที่ 13 กุมภาพันธ์ พ.ศ. 2555

Chapter 13

Copyright And Fair Use

The Problem with the Fifth Fair Use Factor

Ballot Image Sample

If you think you know fair use, you’re almost certainly wrong. Fair use is an intentionally flexible part of copyright law where, at times, the law itself can become nothing more than a suggestion on how to reach a judgement. The fact is, the more one studies fair use, the less they understand about it and the less certain they feel about any particular case.
This issue is made even more complicated by the presence of an unofficial “fifth” fair use factor. An element weighed by judges routinely when deling with fair use cases but found nowhere in the law itself. However, it’s played a critical role in many of the biggest recent fair use cases and likely will continue to play a role in the future.
So what is this factor and how does it affect fair use decisions? To see that we first have to look at the law itself and two judgements where it played a critical.

What the Law Says

On paper, the law is fairly straightforward. There are four factors used to determine whether a use is “fair” and they are:
  1. The purpose and character of the use, including whether such use is of commercial nature or is for nonprofit educational purposes
  2. The nature of the copyrighted work
  3. The amount and substantiality of the portion used in relation to the copyrighted work as a whole
  4. The effect of the use upon the potential market for, or value of, the copyrighted work
The first and the fourth factors are generally given the most weight but, after all four factors have been considered, the judge and/or jury will then make a determination as to whether or not the use was fair or not, seeing which side has more weight.
The problem is that many of the factors are subjective, how they are weighted is often subjective and how the eventually conclusion is reached is, much of the time, subjective.
This creates a great deal of room for interpretation and judges have a long history of doing that. This, in turn, opens the door for unofficial factors to creep in and help create judgements that, on their surface, can seem to be conflicting and confusing.

Two Sample Cases

Consider the following two cases, both of which received judgments this week:
  1. In Las Vegas, a judge ruled that an Oregon non-profit was within the law to republish an entire article from the Las Vegas Review-Journal because the use was educational, was not used to raise money and the article was primarily factual. The judge also lists several other reasons for his decision, including that Righthaven, the company that filed the suit, is not the original copyright holder and did not offer the defendant the chance to remove the work.
  2. Artist Richard Prince, on the other hand, was told that his use of photographs by Patrick Cariou was not a fair use. Even though Prince modified the photos, in some cases minimally and in some cases more significantly, to create what Prince saw as new works. The judge ruled that the modification was not adequate and that the commercial nature of the use forced him to rule it as an infringement.
While both of these rulings make sense (or at least can make sense) in their respective context and there is a great deal that separates them, cases like these frustrate those who want “bright line” fair use rules. Whether it’s “You can’t use a full article.” or “You can use content as long as it’s to make a new expression.” seemingly simple fair use rules don’t apply under the subjective gaze of judges.
To make matters worse, either of these cases could have easily gone very differently either with different judges, different lawyers or slightly different facts.
Much of this is because of the unofficial “fifth factor”, which judges don’t like to talk about but most attorneys and copyright experts acknowledge plays an important role in fair use verdicts.

The Fifth Fair Use Factor

The “fifth factor” of fair use can be summarized simply as “Are you evil?” or, “Does the judge like you?”
Pornography companies, for example, often have a much more difficult time than other artists making fair use arguments. Likewise, large corporations often find it more difficult to deal with fair use issues than individuals simply because of the perception that one is more inherently “evil” than the other.
Though much of this might seem to be rolled up in the first factor, which covers the nature of the use, the fifth actually applies more to the parties themselves and actions they took outside of the alleged infringement rather than the use itself.
This, in turn, seems to have played a big part in the recent Righthaven decision. In that case, the judge raised the fair use issue himself, without prompting from the defendant, and chided Righthaven for using litigation a business model and for its litigation tactics, such as suing before sending any kind of warning or notice.
While these factors aren’t a part of the actual fair use test, they were part of the judge’s argument for ruling against Righthaven.
Similarly, in the Prince case, the judge noted the representatives from Prince had contacted Cariou about purchasing more copies of the book the photos were taken from but did not inquire about getting permission. Once again, permission is not needed to make a fair use argument (the point of fair use being legal reuse without permission) but the judge felt this showed bad faith and listed it as an argument against him.
In short, in both cases the judge weighed the relative “good” and “evil” of both sides and considered that when making a decision.

Dealing with the Fifth Factor

Unfortunately, it can be very difficult to do much to change how the judge feels about you. Much as with other people, some will like and some will hate you, often without cause.
Still, there are a few things you can do to help strengthen your case with this unofficial factor.
  1. Operate in Good Faith: Try to get licenses when you can and show a real interest in being fair to copyright holders when using their work. Showing good faith and that you took steps to make your use more “fair” will likely help you in several of the factors, not just the fifth.
  2. Follow Standard Protocol: As per the Righthaven case, if you see an infringement, follow standard protocols for warning the alleged infringer and seeking to minimize the damage the infringement does. If anyone could call your actions “troll-like” you’ll probably find judges will favor the other side as much as possible.
  3. Don’t Be a Jerk: Name calling, harassment and other unseemly behavior will not win you any friends in the courtroom. Always be civil, even when you disagree.
In short, what it comes down to is this. Fair use gives judges enough flexibility with their verdicts that, if you give them a reason not to like you, they may easily find a reason to rule against you. It may not be right, but it is very much the nature of the beast.
So be reasonable, fair and respectful. If you do that, you may not win them to your side, but at least the judge won’t be against you from the outset either.

Bottom Line

I am loathe to answer questions about fair use for this exact reason. Even with if one knows all of the facts, the case law and the surrounding elements, much of what is and is not a fair use is left up to the whims of the judge or jury.
I used to joke that fair use can hinge on what a judge had for breakfast the morning before writing the verdict. These days, the joke seems to be a lot less funny.
With subjective factors, a fifth factor that exists nowhere in the law and plenty of room for reasonable people to disagree, it is impossible to definitively answer fair use questions until a verdict is handed down. Even then, a conflicting verdict can come down days laster that seems to erase what was said.
Unfortunately though, there is no easy way to fix this. Fair use is so flexible and malleable because it has to be. “Bright Lines” and clear rules will eventually either enable infringement or stifle free speech. Fair use is about balancing those two rights and it’s a complicated, nuanced dance that has to be judged by humans rather than laid down in black and white law.
The current system creates uncertainty and confusion, but that is necessary for the law to function.
Without it, there likely wouldn’t be any fair use protection at all and that, in turn, would be much worse for all involved.


Chapter 12

Knowledge Managemant


IBM's Knowledge Management Strategy
Last week I created a weblog post where Tony Karrer actually commented further if I would have an opinion on how to help people adopt the different social software tools within the corporation and, specially, if we have figured it all out already. And, while I commented over there that I would actually be creating a follow up weblog post on this very same topic, I thought it would be a good exercise to start first with a warmup weblog post where I can share a little bit of history of where IBM is coming from as far as its Knowledge Management strategy is concerned. So here we go.
I guess I could get started with how things begun back in 1994 when IBM was already working for the first time on its KM strategy that has lasted for the vast majority up until today. However, instead of just doing that I am going to point you to a news article that very clearly articulates what IBM has been doing within the traditional KM space. It would make up for an interesting read and for those interested it will set up the right path of upcoming weblog posts on this very same subject.
The article itself is titled IBM's KM Strategy, over at KMWorld, and you can find it over here. In it you would be able to see how Karen Ughetta (Director, IBM Collaboration and Knowledge) states the very first beginnings of Knowledge Management inside IBM. How it has actually been really strong with the explicit knowledge exchange, i.e. asset management, through the existence of different Intellectual Capital repositories, being KnowledgeView (From Global Business Services) one of the most powerful and popular ones, but also she mentions other key areas of how KM has been envisioned all along. Such as:

Asset Management: A worldwide Asset Reuse program for Global Technology Services where knowledge workers can capture key assets and then make them able for reuse at a later time. The Extreme Leverage program within the IBM Software group, which basically introduced the concept of a community of knowledge workers sharing knowledge and collaborating within that Software group I just mentioned.
Notice as well how Karen also details some hard facts about the business value that all of these different KM programs have provided thus far. Worth while reading to say the least.

  •  Expertise Location: Yes, on the ever exciting program for expertise location (Something I have weblogged about extensively in the past) she mentions one of the most powerful applications that IBM has been promoting all along: BluePages -the universal employee directory that feeds everything else, like Fringe Contacts.


  • Collaboration: In this particular section Karen mentions how IBM has been making extensive use of different tools available, like Collaboration Central, Teamrooms (Lotus Notes based collaborative databases), Jams (Pretty much similar to the InnovationJam we had a few days ago), ThinkPlace (To share and collaborate on ideas across the timezones, geographies and business units), etc.

  • On-demand Learning: With the introduction of Learning@IBM as part of the On Demand WorkPlace, as a new way to help push and promote learning where the knowledge worker is in control of their own learning process, including courses, related resources, etc. etc.

  • Thus while nobody can certainly deny KM's impact on IBM (Karen actually provides plenty of information details with some good examples on this) I still feel that this set of KM programs have all been very much focused primarily on an explicit knowledge exchange as opposed to a more balanced approach between explicit and tacit knowledge, getting shared in a common environment. However, with the emergence of different community programs inside IBM things have started to change once more. People are more willing to share information and knowledge with one another, much more often, and with a whole lot more people, than whatever else they have actually managed through the years and all of that because they are seeing how Web 2.0 is taking the workplace by storm. It is actually allowing knowledge workers to bring forward a very much needed balance between both explicit and tacit knowledge, where tools that boosted explicit knowledge exchange are now taken over by the huge hyped selection of different social software tools. All in all while the knowledge workers are now in full control. Yes, what some folks out there have already identified as the next wave of KM programs within IBM: IBM 2.0And this is the background of where we are, folks, with regards to IBM's KM program. In upcoming weblog posts I will take this follow up further on board and add some more regarding what IBM is doing to support its communities, its knowledge workers, its adoption of social software tools by placing some more focus on that tacit knowledge exchange that I have just mentioned above. But that would be the subject for another post... Stay tuned !
    http://it.toolbox.com/blogs/elsua/ibms-knowledge-management-strategy-10827

    

    วันจันทร์ที่ 6 กุมภาพันธ์ พ.ศ. 2555

    Chapter 11

    Informatoin Systems

    Information Systems Management and Automation

    Tivoli software
    Control your systems, while reducing unnecessary work and cost.


    When it comes to information systems management, many IT organizations just spin their wheels. Studies show over 70 percent of IT operations spending goes to maintaining and managing existing systems, instead of developing new and innovative applications. No wonder that in a 2006 study, 77 percent of companies said their top operational priority was improving IT efficiency.
    It’s too late to attack systems problems after they’re impacting your customers. You should be able to proactively optimize the availability of your applications and infrastructure. You should be able to manage and implement information systems management changes with minimal disruption, and to maintain or lower the costs of providing quality services.
    IBM Tivoli and our global team of Business Partners can help. Our solutions enable IT administrators to better view, correlate and profile transactions across diverse, complex information management systems, so you can find and fix problems faster. We can help you:
    Go with IBM – Gartner’s global market leader in IT operations management for five years in a row.

    Key IBM Information Systems Management and Automation Offerings

    IBM Tivoli Provisioning Manager Family & Express

    Helps organizations automate the provisioning cross the entire organization through software, server, storage, and network automation.

    IBM Tivoli Remote Control

    Enables remote management of thousands of PCs and servers from a central location, helps solve problems remotely, reducing expensive onsite IT visits.

    IBM Tivoli Monitoring Family

    An enterprise-class solution that optimizes IT infrastructure performance and availability

    IBM Tivoli Foundations Application Manager

    Is a systems resource appliance designed for midsize businesses to comprehensively monitor, alert, and report on performance and availability of IT.

    IBM Tivoli Foundations Service Manager

    Is a service support management appliance, which provides service desk capabilities for incident and problem management and SMB workflows out-of-the-box!

    IBM Tivoli Provisioning Manager for OS Deployment

    Is an easy use to use, proven solution for remote configuration, simultaneous deployments, updates and restorations of operating systems.

    IBM Tivoli Provisioning Manager for Images

    Manage all server images in a single interface. Automatically converts physical images to virtual images or between virtual image formats. (optional, chargeable component)
    http://www-01.ibm.com/software/tivoli/solutions/smb/systems-managment-automation.html

    Chapter 11

    INformation Systemsa

    
    Information Systems Management and AutomationTivoli software
    Control your systems, while reducing unnecessary work and cost.http://www-01.ibm.com/software/tivoli/solutions/smb/systems-managment-automation.html
    When it comes to information systems management, many IT organizations just spin their wheels. Studies show over 70 percent of IT operations spending goes to maintaining and managing existing systems, instead of developing new and innovative applications. No wonder that in a 2006 study, 77 percent of companies said their top operational priority was improving IT efficiency.
    It’s too late to attack systems problems after they’re impacting your customers. You should be able to proactively optimize the availability of your applications and infrastructure. You should be able to manage and implement information systems management changes with minimal disruption, and to maintain or lower the costs of providing quality services.
    IBM Tivoli and our global team of Business Partners can help. Our solutions enable IT administrators to better view, correlate and profile transactions across diverse, complex information management systems, so you can find and fix problems faster. We can help you:

    Go with IBM – Gartner’s global market leader in IT operations management for five years in a row.

    Key IBM Information Systems Management and Automation Offerings

    IBM Tivoli Provisioning Manager Family & Express

    Helps organizations automate the provisioning cross the entire organization through software, server, storage, and network automation.

    IBM Tivoli Remote Control

    Enables remote management of thousands of PCs and servers from a central location, helps solve problems remotely, reducing expensive onsite IT visits.

    IBM Tivoli Monitoring Family

    An enterprise-class solution that optimizes IT infrastructure performance and availability

    IBM Tivoli Foundations Application Manager

    Is a systems resource appliance designed for midsize businesses to comprehensively monitor, alert, and report on performance and availability of IT.

    IBM Tivoli Foundations Service Manager

    Is a service support management appliance, which provides service desk capabilities for incident and problem management and SMB workflows out-of-the-box!

    IBM Tivoli Provisioning Manager for OS Deployment

    Is an easy use to use, proven solution for remote configuration, simultaneous deployments, updates and restorations of operating systems.

    IBM Tivoli Provisioning Manager for Images

    Manage all server images in a single interface. Automatically converts physical images to virtual images or between virtual image formats. (optional, chargeable component)