Re: Summing up and moving on (I hope)

On Tuesday, December 17, 2002, at 12:01:12 PM, Alleman, Glen B. wrote:

> Speaking on behave of the CIO (which I'm authorized at times), the trust
> you speak of is likely different. When he (the CIO) here's a proposal to
> make a change in how a process is currently done, it is unlikely he
> accept it on face value, without the support of evidence, consultation
> with his staff, or his peers. 

> He is not "untrusting" in that "you're not telling me the truth," but he
> (and his staff) have heard lots of claims of productivity improvement,
> faster-better-cheaper over his (our) careers. This is the essence of XP
> introduction outside the programmer community - and even inside the
> programmer community at times.

> The concept of "trust me" it'll produce the results you are asking for
> simply will not be heard. Too much is at risk to accept just a
> conjecture at face value. We have numerous example of "trust me" turning
> into disappointment to proceed without careful consideration and
> analysis. 

> What does work is evidence, references, working examples (bench marking)
> etc. This is then our approach, start small, build credibility, show
> bookable benefits, bring in folks who have done this before in similar
> industries (hence Raytheon XP/EVMS), attend peer conferences, etc. Over
> time (6 months or so), the actions will speak for themselves. P-Charts
> show defects being reduced due to PP and 100% UT. Entry to Exit
> durations for CMM process show the improvement in productivity of small
> iterations in small teams....

Yes, I have no problem with this. Bill asked me:

>> I definitely see that as the major
>> challenge here.  How do we / can we somehow build a level of trust between
>> the business and technical sides to this discussion given the long history
>> today's mistrust is based on?

to which I replied:

> I trust everyone until they give me reason not to. I assume that whatever their
> words, they have a point to make and I try to hear it. And I try to work with
> people who do the same.

You are fond of context. The context for Bill's question and my answer was, I
believe, addressing the "style" of communications. Some more context was:

RJ>> Does that help draw the distinction between the rules enabling conversation,
RJ>> rather than prohibiting certain forms of communication?

> It helps in the sense that the stories you chose to relate were examples of
> the kind of communication that is both based on and builds trust.  No
> implicit personal challenges via the use of emotionally charged words.

> Perhaps, because the Whole Team practice brings people into prolonged
> personal contact where they know that they're going to have to "live with"
> the implications of today's words and actions for a long time to come, these
> things simply don't happen in a face-to-face setting.  That may just be one
> of the things that are impossible to replicate on a mailing list.

> I'd appreciate your thoughts on this. I definitely see that as the major
> challenge here. How do we / can we somehow build a level of trust between the
> business and technical sides to this discussion given the long history today's
> mistrust is based on?

If I am reading the above correctly, Bill's focus continues to be on the form of
the communication: whether people say things nicely.

I would not be so focused on forcing people to be nice. The basis for
communication, in my opinion, is a fundamental level of trust that people are
trying to communicate. Then I suggested that the "coach" would rephrase and
explain. As the would-be communicators observe what works (assuming that
anything works) I trust that they'll learn better ways.


Thus, in the context of people who are open to communicating, the CIO wouldn't
just say "Cut the Zen crap", because that wouldn't work, and because it would
close doors rathre than opening them. He might say something more like this:

  I understand that you think we should just try it. But according to my
  understanding, we can't just try it. Here are some obstacles to just trying it
  that I see. Maybe you can help us figure out what to do next.

  For example, we have contract obligations. For example, we have to account for
  the time our programmers spend. I'm concerned that pair programming would mess
  up that accounting. There are similar obligations relating to keeping track of
  requirements that concern me about writing stories on cards.

  At another level, I'm not convinced that I should try it even if I could. I
  understand that you and a lot of other people have seen good results. But call
  me conservative, that's not enough to convince me. I'd like to find some more
  detailed information about what people tried and how it turned out. Now, don't
  get me wrong. I know that there's not much hard evidence in favor of any kind
  of software process, but there is what you might call conventional wisdom, and
  XP argues against some of that. So for guys like me, we have to find ways to
  convince ourselves to get off the dime. That may strike you as very
  conservative, but we are conservative here.

  So I'm interested, but I'm not convinced. Can we work together to help us
  learn what to do, while working within our situation?

Now I feel that this is quite different in tone from what you or Bill have said
or reported, especially when dealing with someone you suspect of being a
programmer. It's quite different in tone from what Bill got from his CxO
luncheon partner as well.

I think the tone in something like the above comes from trust or basic mutual
respect. It comes from meeting half way. It seems to me to be unlikely to come
from spanking everyone whom we suspect of wearing tie dye. I'd like to see more
discussion of the real business issues, and less spanking.

But I could be wrong to want that, or unrealistic to expect it.

Ron Jeffries
www.XProgramming.com
How do I know what I think until I hear what I say? --  E M Forster


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