“This sounds as though it’s modeled on similar arrangements around child pornography. Except that there are some major differences between child pornography and “terrorist content.” The first is that child porn is de facto illegal. “Terrorist content” is quite frequently perfectly legal. It’s also much more of a judgment call. And based on this setup, allowing one platform partner to designate certain content as “bad” will almost certainly result in false positive designations that will flow across multiple platforms. That’s dangerous.
As we’ve discussed in the past, when you tell platforms to block “terrorist” content, it will frequently lead to mistakes, like blocking humanitarians documenting war atrocities. That kind of information is not just valuable, but necessary in understanding what’s happening. “
It is becoming very trendy to suggest that these social platforms must “do something” to prevent people from having, in essence, to see information they might not want to see, or they may not want others to see. Whether you are talking about “terrorist” content, hate speech or “fake” news, the question always comes back the same thing. Who decides what is appropriate and what isn’t, and what basis are they using for that decision? Sure, we can maybe find some obvious stuff that we can get agreement on, but eventually there’s going to be disagreement, and then what? How do I get my content put back if it gets marked as any of those things?
Who’s watching to make sure “safe” social networks don’t become completely void of free speech?
Most things that I hear managers and CEO’s complain about remote working, like how their team feels disconnected, or suffers from “Zoom fatigue”, or might not be spending every minute of the 9-5 working for the company, are things that should have been true for those of us who worked remotely prior to 2020, but it wasn’t true.
When you design, and manage, for remote work, instead of forcing everyone to be in more meaningless meetings just so you can “see” them, or track their activities every minute of the day, these issues don’t exist.
A new botnet has been discovered that takes login credentials from a less-secure site and tests them on banking and financial transactions sites, leaving users who reuse the same password across sites vulnerable to attack. This isn’t good. Let’s try and not use the same password on multiple sites people, especially if it’s a site…
This was the quote that had me nodding my head. “Additionally, FedEx could not use its own business decision “to store huge amounts of information … as a shield” against reasonable discovery requests.” So if searching and producing that amount of email is as impossible as you’re claiming, why did you keep it? What was…
If the collection isn’t defensible, there’s no fixing it. Everything else that happens in eDiscovery is dependent on the prior step being correct, so when the first step isn’t, you’re pretty well toast no matter what technology you employ next. Put the Brakes on Self-Collection Follow these topics: Links, LitigationSupport
The one that gives me pause is the last bullet, but not because leaders shouldn’t have that knowledge, but more because human nature tells me that is the one most likely to be misused and create really uncomfortable situations. There’s a very fine line between being aware of signs of someone struggling and diagnosis. I absolutely do not want anyone in the workplace diagnosing people. Watch out for signs of stress and ways you can support the folks who work for you proactively? Sure. Decide for yourself that they have depression, or should be referred to an Employee Assistance Program? Not so much.
But, here’s the thing I will fully admit when saying this. Avoiding this type of behavior is absolutely something that solid mental health training should be a part of. I’ve heard far too many instances lately where organizations are reading a lot about mental health, and burnout, in the workplace and then dispatch their managers to have conversations with their teams about it, and zero training.
Those conversations are dangerous. You have to enable your leaders to go into those conversations with some education and expertise on the subject Just telling them to go and have the conversations without getting them up to speed on how to do so, creates a situation that is likely to end up with some very alienated employees.
Why true talent leaves e-discovery companies and what you can do to stop it I would say this is true about any organization, not just eDiscovery companies. tags: LitSupport MM Management LinkedIn gives users the blocking feature they asked for tags: MM SocNetPres Dissecting the uses of modern e-discovery software tags: LitSupport MM 10 More…
