Thursday, July 19, 2012

The Legacy of Stephen R. Covey: testing with Character, not Personality

Stephen R. Covey, author of the hugely successful book "The 7 Habits of Highly Effective People," died July 16th 2012.

I picked up his book because I realized that I need to nurture my own leadership skills in order to promote product quality at the next level. Working as an individual contributor doesn't cut it anymore; I need to influence the big picture, not patch up automation projects that are already established according to the patterns of software quality as it's generally practiced today.

Serendipity! There it is, in the first full chapter of his book. Covey pithily describes his journey of discovery through American self-help literature as a tension between two approaches toward being personally effective: The "Character Ethic" and the "Personality Ethic."

The Character Ethic is deep and foundational, but not always obvious on the surface behaviors of a person. The Personality Ethic displays on the surface, but doesn’t necessarily have any depth.

Covey dismisses the Personality Ethic approach to increasing personal effectiveness as beneficial in some settings, but weak in the long term and perhaps even damaging, whereas the Character Ethic flows from a person's basic values and practices.

He describes his own paradigm shift, triggered by a parenting challenge with one of his sons. Covey used the personality ethic as taught in his day to guide his parenting style, but he transitioned to the character ethic (as described by Benjamin Franklin) with good effect. The Character Ethic requires taking responsibility, and Covey shows that his paradigm shift is complete when he takes responsibility for his actions re. his son.

I've seen this happen at many software teams: people do software quality by emphasizing a basic automation of the product. The result is N test cases automated, and M of them pass. What happens with the N-M test cases automated that do not pass is not considered important, except that the team recognizes the need to get these test cases running again at some point. The highest priority - I've seen this priority be placed even higher than fixing "broken" test cases - is automating more test cases. The count of test cases automated is a superficial measure of success and productivity in measuring the quality of the product, but it's what they are measured on. Management needs a metric, and this is the best or most usable one they know of.

Covey's shift from personality ethic to character ethic is a pretty good analogy to the shift away from the automate-as-many-test-cases-as-you-can focus, towards the deep automation that really tests the product, and attempts to maximize the actionability of test failures. (The first approach might use a minimal positive-result verification like this: the automated test didn't throw an exception, therefore it's good.)

Focusing on automated test count– that is, the traditional way of automating the product - has value in the near term because it really does make the product do stuff and you can find a lot of product bugs through the process of creating automation. But, in the longer term with this approach, the inevitable failures of these tests are costly to follow up on and often the team gets an inaccurate picture of how completely the quality of the product has been measured because the automated test might hide failures or even be testing the wrong thing. I've even seen a very expensive 3rd-party test harness report success on a test, when on detailed follow-up, I found that the test didn't do anything meaningful.

Test automation with attention to metaautomation takes some up-front test harness design and more careful test automation with attention to patterns of failure reporting, but in the longer run a better and more complete measurement of product quality happens; test failures due to product issues are more actionable and are likely to be followed up on quickly. Trust in test automation code is higher, which enables the team to be more productive. Most importantly: failures due to regressions in the product are fixed more quickly, which keeps quality moving forward and reduces risk associated with product changes.

A test lead might ask these questions of someone automating a test: In how many different ways might this automated test fail, and what happens when it does fail?

Covey's character ethic, applied to software quality, makes for stronger quality and stronger product character. 

Here is a related post on the need for test code quality: 


  1. It appears that you equate developing your leadership as a key to gaining influence. You may find it easier to develop your influence skills as a way to obtain greater leadership.

    If you've ever worked with or for a leader whose staff did not respect them, you see that leadership without influence is impotent.

    If you've ever worked with somebody highly influential, despite lacking formal title, you've seen their ability to "lead from the rear," and those are most often the ones to get promoted.

    Check out "Influencer" by Patterson et all for a great resource on 6 essential tools for developing influence.

    1. Yes, you are right that The 7 Habits of Highly Effective People eBook is helps us to develop our influence skills as a way to obtain greater leadership.


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