Testbash Dublin and Organisational Psychotherapy
As I mentioned in my previous post, I’m just back from presenting an interactive session on Organisational Psychotherapy at Testbash Dublin. Some folks seemed confused as to the relevance of Organisational Psychotherapy to testers and the world of testing, so I’m happy to explain the connection as I see it. (And please note that many of my previous posts on Organisational Psychotherapy may also help to illuminate this connection.)
I’ll start by riffing on something Rob Meaney said during his presentation:
“Significant quality improvements [aren’t] driven by testing. They [are] driven by building relationships and influencing the right people at the right time.” ~ @RobMeaney #TestBash
Quality (and other) improvements come from improved relationships. This has been a theme on this blog for some years now. For example see: The Power of Humane Relationships.
I asked a key (for me) question during my session (several times):
“If we accept that (as per the Marshall Model) it’s the collective mindset of the organisation that determines its relative effectiveness, how do we propose to support the organisation if and when it choses to do something about its mindset?”
Unsurprisingly perhaps, I heard no answers, excepting my own proposal for a means to that end: Organisational Psychotherapy.
I wonder how many folks involved with testing ask themselves and their peers the question “How can our organisation become more effective at testing?”. Or, using the #NoTesting frame, “How can our organisation become more effective at delivering quality products and services?”
Organisational Psychotherapy is not just about improving product quality, however. Through improved relationships, and a shift in how the organisation relates to its people (i.e. from Theory-X to Theory-Y), the quality of life at work also improves. Put another way, we all have more fun, more job satisfaction, and get to realise more of our potential at work. Further, for all the folks that matter, their several needs get better met. And, as a bonus for the organisation itself, it gets to see its people more productive and engaged. What’s not to like?
I’ve also written elsewhere about using the Antimatter Principle in practical ways during software development. For example, during development we eschew requirements gathering in favour of incrementally elaborating hypotheses about the needs of all the folks that matter, and then conducting experiments to explore those needs. I can envisage teams that still need testers adopting a needs-focused approach to driving testing. For example, putting into place various means by which to answer the question “how well does our product meet the needs of the people that matter to us?”.
On a related note, some folks asked me about practical applications of Organisational Psychotherapy in their day-to-day work as testers. Here’s just a few applications which immediately come to mind:
- Improving communication with the people that matter (i.e. developers, fellow testers, management, stakeholders, customers, etc.). I find NVC (nonviolent communication) skills and practice particularly useful in this context.
- Clarifying what works and thus what to do more of (Cf Solutions Focus). This can improve team retrospectives.
- Helping the people that matter (including ourselves) feel better about what we’re doing (Cf. Positive Psychology).
- Understanding each other’s strengths, with a view to having the right people in the right seats on the bus (Cf. StrengthsFinder).
- Eliciting requirements (if you still do that) (Cf Clean Language).
- Building a community (such as a Testing CoP or a multi-skilled self-organising product team) (Cf Satir Family Therapy).
- Improved cooperation with higher-ups (empathy, Transactional Analysis, etc.).
- Dealing with blockers to changing/improving the way the work works.
I’d love to hear if this post has helped put my recent Testbash session in context.