Testing with Sun Tzu - Chapter 8

Chapter 8 is about Variation in Tactics. Which is good in a business setting, because we constantly need to determine the best way to tackle a problem, and with things like Marketing Requirements and Business Strategy above us there is a need to be able to see the best way to resolve a problem or conflict. Again I am sort of following business processes and perhaps some Quality Procedures, but much of the lessons are applicable in even the small day to day problems we all encounter.

There are roads which must not be followed, armies which must be not attacked, towns which must not be besieged, positions which must not be contested, commands of the sovereign which must not be obeyed.

Well its not like QA is going to be putting a town, or a set of cubes, under siege - unless you have an office trebuchet like I do - but in some cases its not necessary. There are times when dealing with an issue that comes from above means doing nothing different at all, you could say "hey, that is stupid" and perhaps get into a fight with your boss and be fired. Or you could just say "Ok, we'll look into it" and do. Some requests come from upper management because something escalated to them, if there is a request to look into the problem of XYZ don't just come back and say "well that's not an issue", research it. Make sure its not a problem, there are times when you may be tired or too busy to initially deal with the problem, take some time to calm down and review the issue later on when you have a clear head. If you have higher priorities just check and make sure whatever has been escalated is indeed the higher priority, if XYZ is more important than finishing the latest patch make sure the consequences are understood, it never hurts to ask. Sometimes the person escalating the issue may not understand all the consequences, just present them calmly and rationally and whatever the outcome is, that is the outcome.

The general who thoroughly understands the advantages that accompany variation of tactics knows how to handle his troops.

From a management perspective, this is pretty plain to me at least, and is something that most good managers or leads will know - know your team and know how to apply their skills properly. If you know what the people who you are working with are capable of, then placing them on the appropriate tasks gets a project, and work, done much quicker than someone who may need to learn a new skill in a short amount of time to get a task done. The ability to learn new tasks is a great asset in a team member, but to be able to meet a project deadline that is coming in a few weeks making someone learn a new language or tool is not the best use of time. Do that in the downtimes between tasks, or when the task deadlines are further out so that you can give that person time to study and become more proficient.

In leading teams there are a few mistakes that can be made, if you see your lead making them having a talk about it may not be the best thing to do, unless you are able to do it very diplomatically; but it might on occasion be good to touch on something you see as not working right. Maybe there is something else going on that is not generally known.

There are five dangerous faults which may affect a general:

(1) Recklessness, which leads to destruction;

If work and priorities are being continually reassigned and changed there is a lot of context switching that the team may need to do, this puts everything in danger as focus is not on the task at hand when this goes on for a long period of time. Find a path and stick to it as much as possible, while fires may come up occasionally with released code, if they are continual there are other problems going on early on that will affect the post-release environment.

(2) cowardice, which leads to capture;

If, as a lead, you find yourself unable to make decisions and stick to them, especially in difficult times, then it may be time to move positions. At times you need to rise up to the challenge and make a decision, even if unpopular, and stick to it if you know its right. When things start to go bad hiding in the office or the lab, or in work, does not do well for you, your team or your project. Decisions are risk, and we are in the risk mitigation business, so make the best assessment you can on it.

(3) a hasty temper, which can be provoked by insults;

Never discuss things with your team if you are angry, tired or in a bad mood. As a lead you need to be seen as the calm in the storm, being reactionary and yelling at people especially in public is bad for them, and for you. In the same way, never go to your manager or lead if you are angry and begin venting, if you have the kind of manager who wants you to vent in front of them then fine, but just blowing off whatever is bothering you may not come out like you expect. If something is bothering you, get some time to talk to someone above you, take a walk or have a nice lunch beforehand, be sure you are calm so you can be rational about it and not emotional. Its better to discuss things evenly, and not in the heat of the moment when things can be said that are never meant.

(4) a delicacy of honor which is sensitive to shame;

I'll sort of leave this one as it is, America is not really an honor culture, if you are in one then you know what it means.

(5) over-solicitude for his men, which exposes him to worry and trouble.

What this one refers to, and it needs a little translation, is that you cannot give up an advantage solely for comfort. While there are times I would like to sit around and liesurely read a book if there is an immediate task that needs to be completed and I gain something from doing it, then I take care of it and hold off on my liesure time. But then I do have a tendency to be a bit of a workaholic to a certain point...I do like to see my family sometime.

When an army is overthrown and its leader slain, the cause will surely be found among these five dangerous faults. Let them be a subject of meditation.

In other words take time to do a post-mortem and see where you can improve.

8 down, and I know its taking longer, but work has been catching me up as of late.