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The Homebrew Club first met in
Gordon French's garage in Palo
Alto. But soon the meetings grew
too large and the club moved to
the Stanford Linear Accelerator
Center. Meetings would attract
500 to 750 people and Lee
Felsenstein, who chaired the
meetings, would encourage ques-
tions and especially the sharing
of information.
The free sharing of informa-
tion was a crucial component of
these important and exciting
days. The free exchange of infor-
mation was a necessity for those
early personal computer pioneers
who were all working in unchart-
ered territory.
The Homebrew club provided a
place where a movement of people
could gather and find the help
they needed to solve the problems
posed by this new technology.
Also, Homebrewers shared their
critiques of new products being
offered to warn each other of
false claims or bugs they encoun-
tered. Homebrew Club meetings
were also a place where the par-
ticipants could share their re-
ports of good products. The cul-
ture developed by the Homebrewers
supported the principle of open
and free exchange of ideas and
information so achievements could
be built on and development could
proceed in a cooperative rather
than proprietary manner. "...In
part due to Lee Felsenstein," the
authors of Fire in the Valley
write, "Homebrew encouraged the
conviction that computers should
be used for and not against peo-
ple." (Ibid., p. 108)
The Club developed a set of
principles that were argued out
at meetings. One principle was
that there should be free dissem-
ination of software code and that
information about the internal
workings of a computer should be
open to everyone. They stood for
open architecture, and public
knowledge of the physical design,
as well as an open operating sys-
tem.
Most established companies,
though, had the opposite view.
Companies like Intel wanted no
standards set unless they were
Intel's own standards, and MITS
tried to hide the specifications
of the architecture of the
Altair. Homebrew set up a stan-
dards subcommittee to deal with
the controversy. Freiberger and
Swaine describe what happened
when the subcommittee met:
"When the subcommittee decided
to formulate standards whether
Intel liked them or not, Intel
acquiesced. This was outrageous
cheek. A bunch of hobbyists...
had simply ignored the biggest
microcomputer company of that
time and had faced the leading
chip manufacturer and not been
struck by lightning." (p. 122)
The authors go on to describe
the process of the battle:
"The committee was attempting
guerrilla design.... Tiny parame-
ters and other features were dic-
tated by the companies. IBM and
DEC worked this way. In their way
their method was certainly easier
than communal design. But the
S-100 committee members dug into
the Roberts' [Altair 8800 archi-
tecture - ed] bus, figured out
how it worked, and were scrapping
it in favor of a new, independent
bus open to all." (Ibid.)
Freiberger and Swaine explain,
"This was a populist revolt
against the tyranny of the big
company, and MITS hoisted as a
poor but adequate symbol of the
big company. The revolution was
succeeding." (p 123)
The Homebrewers had opened up
the architecture of the machine,
but something more was needed to
get the computer to the masses of
the people. People were hungry
for computers but they wanted to
be able to see what they could do
with computers themselves. To do
so, they needed to be able to
write programs, they needed a
version of the BASIC computer
programming language that would
make it possible for people to