Quality Software Management: Vol 3

QSM의 3권. 관리자의 일치적인 행동에 대한 책이다. 리더십의 MOIJ 모델, Congruence 등의 주제에 대해 다룬다.

Part I. 나 자신을 관리하기

Chapter 1. 왜 일치성이 관리에 핵심적인가 (Why Congruence is Essential for Managing)

Summary

1. This book is about how to become the kind of high-quality, effective software engineering manager needed to produce high-quality software. First and foremost among the requirements for such a manager is the ability to act in congruence with your beliefs.
2. Cybernetics says managers can be seen as controllers of feedback systems. To manage an engineering system by feedback control, a manager as controller needs to
   • plan what should happen
   • observe what significant things are really happening
   • compare the observed with the planned
   • take actions needed to bring the actual closer to the planned
3. Effective managers must know what to do, but they must also be able to act in accordance with that knowledge.
4. Ashby's Law of Requisite Variety says the action taken by the controller must be congruent with the situation. When people are not tapping their full variety of potential actions, they are coping incongruently.
5. For control purposes, it doesn't matter why managers are unable to exhibit the requisite variety of action. Managers acting incongruently may not be capable of controlling the system they are trying to control. If so, the organization they manage will be unlikely to produce high-quality software, regardless of the reasons for their incongruence.
6. Technology is obviously important to the consistent delivery of high-quality software and software services, but in today's software organizations, management is the number one random process element. Not only that, but incongruent management stands in the way of improving all the other random process elements.
7. The personal effectiveness of people is what integrates all the other components of software engineering management. You'll never get a Pattern 3 organization with Pattern 2 managers. Instead, you start by getting the effective managers, then they lead the others.
8. The task of this volume is to address the major obstacles managers face in attempting to use full and appropriate variety in their actions.

Chapter 2. 관리를 선택하기 (Choosing Management)

Summary

1. Congruent managers are hard to find in software engineering, partly because of the way our organizations choose and develop their managers.
2. Boehm says, "Poor management can increase software costs more rapidly than any other factor." A cost driver of 64 would be a conservative estimate for management, because of the many ways poor management can increase costs—or even create total project failure.
3. Managers often seem to allocate improvement efforts in reverse order of cost-driver impact, putting least effort into the most important driver, management itself.
4. The One-Dimensional Selection Model for managers is based on three faulty assumptions, namely:
   • Managers are born, not made.
   • People can be ranked on a one-dimensional scale.
   • The scale for programming is the same as the scale for management.
   • As a result of this model, we tend to move the strongest technical people to management, a practice that weakens both management and the technical staff.
5. Team leaders can be effective at improving software quality, but the job of team leader is not the same as the job of manager. Nor will the best team leaders necessarily make the best managers.
6. People who don't want to be managers in the first place are starting their management careers in an incongruent position, one that will be difficult to improve over time.
7. People who go into management to pursue an unworthy vision will be unworthy managers. I hope this book won't help them.

Chapter 3. 대처의 유형들 (Styles of Coping)

Summary

1. Since everybody in an organization is responsible for controlling something, and since incongruent coping reduces the variety needed for effective control, it's possible to measure an organization's health through the people's characteristic coping styles.
2. When feelings of self-esteem are low, they are manifest in characteristic incongruent coping styles: blaming, placating, being superreasonable, loving/hating, or acting irrelevant.
3. In order to cope effectively with the world, we must be able to take into account three areas—self, other, and context—and balance their requirements all at the same time. To do this is to behave congruently.
4. When people fail to take other people into account, they fall into a blaming posture. When blaming, a person is saying, in effect, "I am everything, you are nothing."
5. When people forget to take themselves into account, they fall into a placating posture, and are effectively saying "I am nothing, you are everything."
6. A very common pattern is a blaming boss locked in a never-ending cycle with a placating employee.
7. Another common variation of the blaming-placating dynamic is the sudden switch in roles when the placater has swallowed enough abuse, and suddenly throws it all up onto the blamer.
8. In the superreasonable style of coping, people are entirely excluded from consideration. The superreasonable stance says, in effect, "It is everything; you and I are nothing."
9. From the viewpoint of congruence, love and hate relationships have the same structure—the total exclusion of context. The loving/hating stance says, in effect, "It is nothing; you and I are everything."
10. In the irrelevant style of coping, everything is missing, which leads to entirely unpredictable behavior. This behavior has a purely negative power—not to get things done, but to prevent things from getting done. In effect, the irrelevant behavior says, "Nothing counts for anything."
11. Incongruent coping styles each settle for less than they could get if they worked well. They do "work" to the extent they sometimes give some protection, so they are used when self-esteem is low.
12. Managers acting incongruently may get locked into their stance by a positive feedback loop connecting ineffectiveness and low-self esteem.

Chapter 4. 비일치성에서 일치성으로 (From Incongruence to Congruence)

Summary

1. Congruent behavior is not stereotyped behavior, but behavior that fits—the context, the others, and the self—so many congruent behaviors exist for any one situation.
2. You must experience the total interaction to know if it's congruent, which is not as hard as it sounds. When people experience the total interaction, they know when the message is not congruent.
3. Congruence is critically important to effective management. Managers must not only know how to recognize it, but also have confidence in their recognition. One way to gain such confidence is to watch for subtle incongruence between verbal and nonverbal response. Another is by listening to the content for certain characteristic patterns.
4. To become a higher-quality manager of software engineering, learn how the energy in incongruent coping can be transformed into something more useful.
5. Each incongruent behavior is based on a behavior actually effective in some survival situations, and may even have a genetic component. What makes it incongruent is its application when survival is not at stake.
6. Blaming is based on the survival behavior of attack. Blaming says, in effect, "If you continue to do that, I'm going to do what is necessary to stop you, no matter what the consequences to you." The impulse to blame can be transformed into an effective coping strategy—becoming assertive, direct, honest, frank, candid, forthright, or open.
7. The urge to placate can be congruently transformed into caring, yielding to the inevitable, giving in gracefully, or being a good loser. These behaviors are congruent when they take the future context into account.
8. The congruent transformation of the superreasonable style corresponds to the managerial behavior of staying cool, focused, and reasonable, especially in an emergency.
9. The congruent transformation of a loving posture is the ability to form beneficial alliances. The congruent transformation of a hating posture is the ability to participate in friendly rivalries.
10. Congruent behavior resembling irrelevance may be used as a desperate measure when everything rational has been tried. It may be diversionary, amusing, creative, or all three.

Chapter 5. 일치성을 향해 가기 (Moving Toward Congruence)

Summary

1. An important part of the task of new managers is learning to manage their own emotions, without becoming incongruent.
2. Beneath every incongruent coping, there is a survival rule, so-called because we respond as if our very survival were at stake. These rules function as unconscious programs controlling our behavior.
3. A reliable signal of our own incongruence is found in the internal messages we send ourselves, especially those messages wrapped in strong emotional packages.
4. By listening to your own internal messages, then transforming them in the light of high self-esteem, you can thwart incongruent actions before they happen.
5. Feelings are nature's way of telling you what's important and what's not so important. This information about you is not reliably available to other people unless you tell them.
6. To be congruent, you must set a "speak-up threshold" that measures your own feelings against those of others and the dictates of the context. Speaking congruently for yourself increases your chances of finding a solution you can live with.
7. The context in which you speak up is particularly important. Don't use third parties, hoping the word will get back. Don't claim to speak for third parties—if you have an issue, speak for yourself. Don't gossip about third parties. Raise any issue directly with the people involved. Don't issue general memos that secretly address individual cases. Such messages fool nobody—and make you look like a cowardly fool.
8. Always treat the other person with the honesty, dignity, and respect you would like for yourself. If you are too overwrought to control the tactics you use, then pull away until you regain control of yourself.
9. There is a step-by-step process you can use to recover your lost congruence. Roughly, you must first notice the incongruence, then make adjustments to your breathing, posture, and movement. Finally, you need to make contact with the other person, speaking in "I-statements," and wait for the other person to respond. You repeat this process as often as necessary either to get congruent or to discover it's not possible at the moment.
10. Congruence means feeling good enough to use the full variety of your action possibilities, so you have an excellent chance to be a professional software engineering manager.

Part II. 다른 사람을 관리하기 (Managing Others)

Chapter 6. The Manager's Job

6.7 What Congruent Managers Do (일치적인 관리자가 하는 것들)

Leadership is the ability to create an environment in which everyone is empowered to contribute creatively to solving the problems.

리더십은 문제를 해결하는데 있어 모든 사람이 창조적으로 기여할 수 있도록 환경을 조성하는 능력이다.

• 긍정적 강화를 제공해준다. offering positive reinforcement
• 정확하고 명확하게 지시한다. 그리고 지시받는 사람이 잘 이해하지 못할 때는 기꺼이 이해시켜준다. giving precise and clear instructions, and always being willing to clarify when they're not clear
• 꼭 필요한 것 이외에는 일하는 사람을 제약하지 않는다. not constraining workers any more than is essential
• 사람들이 가능성을 충분히 탐색하도록 해준다. letting people fully explore the possibilities
• 가능하면 작업을 단순화한다. 하지만 모욕적일만큼 너무 쉽게 하지는 않는다. simplifying tasks whenever possible, yet making sure the tasks aren't insultingly easy
• 시간 제약을 명확하게 하고, 시간제약의 이유를 설명해준다. making the time frames clear and giving the reasoning behind them
• 사람들의 스킬에 관심을 가진다. paying attention to people's skills
• 모든 직원들간의 업무부하를 고르게 조정한다. balancing the workload among all employees
• 모든 사람에게는 자신이 정말로 잘 할 수 있는 분야가 있다고 확신한다. ensuring there is some real part for everyone to play
• 스스로 직원들과 다른 사람들에게 지원적(supportive)이 됨으로서 어떻게 지원적이 될 수 있는지 가르친다 teaching how to be supportive by being supportive of employees and of each other
• 다른 사람과 고객들을 신뢰함으로써 어떻게 신뢰하는지 가르친다 teaching how to trust by trusting each other and the customers
• 직원이 된다는 것과 관리받는다는 것이 어떠한지 기억한다 remembering what it's like to be an employee and to be managed
• 신뢰를 구축하기 위해서 질문에 정확하고 정직하게 대답한다 answering questions correctly and honestly to build trust
• 좋은 컨설팅 조언을 받고 그것을 사용한다 getting good consulting advice and using it
• 문제에 대한 비전을 만들고 그것을 모두에게 명확하게 커뮤니케이션한다 creating a vision of the problem and communicating it clearly to everyone
• 직원이 필요로 할 때는 언제든 조직 차원의 가이드를 제공한다 providing organizational guidance whenever employees need it
• 사람들이 초기부터 성공을 경험할 수 있도록 환경을 조성한다 setting things up so people can experience early success
• 사람들에게, 그들이 할 수 없거나 하고 싶지 않은 일들을 요구하지 않는다 not asking people to do things they aren't able or willing to do
• 즐겨도 괜찮은 환경을 만든다 creating an environment in which it's okay to have fun

Summary

1. In an effective software organization, the manager's job is getting more people involved (and getting people more involved) in decisions about what is to be done, and in doing it.
2. For example, to recover from a crisis, a manager has to mobilize sidelined people in order to have the resources to keep the ship afloat.
3. As an organization moves deeper into crisis, the best-informed people tend to become overloaded. Managers may unknowingly contribute to this piling on, and can counteract it by congruent management action.
4. In Pattern 2 (Routine) organizations, managers prescribe the way things should be done, rather than describe what outcomes are desired (a more Pattern 3 behavior). Managers who prescribe tend to listen to employees in a superreasonable or blaming way, without hearing them.
5. A major job of the software engineering manager is to develop openness and trust among all the workers who are contributing to successful software activities. This requires honesty and true listening.
6. Right or wrong, the reasons given by employees always contain the information an effective manager needs to steer the organization.
7. The Pattern 3 (Steering) manager does not generally evaluate quality, but establishes the processes, not people, to evaluate quality. But when the manager does evaluate the quality of work, the main purpose of the evaluation is to help the employees develop their own skills.
8. Managers who believe the One-Dimensional Selection Model have no room in their repertoire for coaching, teaching, or training.
9. Congruent managers are not locked into blaming, partly because they know they are not passive victims of their employees, their bosses, or the dynamics of software quality. Instead, they use all of these factors intelligently as resources.
10. Leadership is the ability to create an environment in which everyone is empowered to contribute creatively to solving the problems. In this model, the manager's job may be evaluated by one and only one measure: the success of the people being managed.

# QSM Vol 3-1. Managing Yourself and Others

## Part I. Managing Yourself

### Chapter 1. Why Congruence is Essential for Managing

왜 (굳이) 행동과 생각이 일치(congruent)해야 하는가?

아는 것 vs 행동하는 것.

이전 볼륨에서, 엔지니어링 시스템을 피드백 제어를 통해 관리하기 위해서, 컨트롤러로서 매니저는 아래와 같은 것들을 해야 한다고 말했다:

* 무엇이 일어나야 하는지 계획하고
* 어떤 중요한 일들이 실제로 일어나는지 관찰하고
* 계획된 것과 관찰된 것을 비교하고
* 실제를 계획에 좀 더 가까워지도록 행동을 취하고

이 새 QSM 시리즈의 첫 두 권은 계획(planning)에 중점을 둔다. 3,4권은 관찰(ovserving)과 비교(comparing)에 중점을 둔다. 이 권(5,6)은 행동(action)에 중점을 둔다.

행동에 중심을 두는게 좀 이상해보일지 모른다. 어떤 사람들은 일단 계획이 세워지면, 행동은 으례 따라오는 것이라고 생각한다. 하지만 나는 관리자들이 무엇을 해야 하는지 꽤 잘 알지만 뭔가 그것을 행동하는데 부족한 상황을 많이 목격했다. 이를테면,

* 어떤 관리자는 프로젝트를 제 시간에 끝내는 것은 전혀 가망 없는 일이라는 것을 알았지만, 그녀의 상사에게 대안에 대해 이야기하기 위해 논의를 시작할 수 없었다.
* 어떤 관리자는 지연된 프로젝트에 개발자를 더 투입하는 것이 일을 느리게 만들 뿐이라는 것을 알았지만, 아무 것도 하지 않는 것처럼 보이는 위험을 감수할 수 없었다.
* 어떤 관리자는 사람들에게 소리지르는 것이 상황을 나쁘게 만든다는걸 알았지만, 그들에게 소리지르는 것을 멈출 수가 없었다.
* 어떤 관리자는 한 직원이 냄새가 너무 많이 나서 다른 사람이 그와 함께 일하지 못할 지경이라는 것을 알았지만, 그 직원에게 그에 대해 이야기할 수가 없었다.
* 어떤 관리자는 어느 직원이 임무에 적격이라는 것을 알았지만, 다른 사람을 선택했는데, 그가 최선의 후보자를 싫어했기 때문이었다.
* 어떤 관리자는 그들이 해결하려는 문제를 명확하게 이해하지 않고서는 프로젝트가 진행되지 않을 것이라는걸 알았지만, 개발자들이 코드를 작성하기 시작하고자 하는 열망에 저항할 수가 없었다.
* 어떤 관리자는 그녀가 지키지 못할 약속은 하지 말아야 한다는 것을 알았지만, 인간관계 상황의 어려움을 타개하기 위해서 계속 약속을 해나갔다.