Barry Diller

And one of my colleagues said, you know,

We can bury this.

Another of my colleagues said, well, actually, one of the people who did this, they threatened you very directly, kind of blackmail and saying, if you expose this or if you report this to the authorities, we'll do this terribly damaging thing, which was so heinous to me.

What I realized, and it is a great lesson for me, presuming you run a straight organization, or meaning, in other words, presuming you're not engaged in nefarious stuff, but if something happens...

And it doesn't necessarily be somebody stealing.

It could be one of your products has some antisocial thing that you discover, or somebody in your organization has just done something that is unethical, whatever it is.

And so long as you're running a general, like you have checks and balances, up until that moment that you know it, you have no issue with culpability.

You have no agency.

You have no nothing.

But the second you know it, the clock is ticking and you have to have that in your brain.

You have to know that every second after that, what you do about that is now your absolute responsibility.

I have like a word bubble above my head about it, but

It is a great discipline.

And I've seen so many situations where that was not recognized, where prevarication or other methods where you're not aware that that clock ticks and

And every action you take is then your actions.

Well, the Fairness Doctrine was a fundamental tenant of broadcasting, which meant that people

You had to, in any dissemination of anything, you had to present, if there were two sides to an argument, you had to present them fairly.

You had to be fair in your presentation.

And this was...

along with a lot of other regulation thrown out some time ago, and I think is very unfortunate for the common wheel, as they say, meaning that that proviso for broadcasters, that and the fact that they still are, but they were licensed because they were using the public airways belonging to the public.