When you join a new team, company, or project, it’s easy to spot issues that seem obvious. The initial reaction is often to fix them immediately, thinking that if they are still there, it’s because no one else has noticed or bothered to address them. However, this approach can be mistaken. Behind every apparent problem, there are usually deeper causes: dynamics, processes, and decisions that have allowed the issue to persist unresolved.
If we only focus on the surface without understanding what caused it, we might end up repeating the same patterns that led to the problem in the first place. Instead of trying to fix everything right away, it’s better to take some time to observe, analyze, and uncover the root causes. This way, we not only solve the current issue but also prevent similar ones from arising in the future.
It’s easy to fall into the “savior complex,” believing that by spotting errors, we have solutions that others couldn’t find. This makes us overlook the context and experience of those who have been there longer. Humility is key in these situations: we are not better than others, we simply know less about the situation. Listening, learning, and thoroughly understanding before acting is what truly enables us to add value.
It’s not always the code that’s the problem; sometimes it’s who has control over it.
One of the first development teams I joined was working on a project with a piece of legacy code filled with obvious problems. It was difficult to read, inefficient, and seemed like it hadn’t been touched in years. I quickly set out to refactor it, convinced that I could optimize it and make it much cleaner. I spent hours reorganizing functions, eliminating redundancies, and making the code more efficient… or so I thought.
Fortunately, the issues did not reach production; we detected them in time in the staging environment, where the changes affected how this part of the code interacted with other modules. However, I realized that I had wasted a lot of time trying to fix something without understanding why no one had modified it before. Upon digging deeper, I discovered that the root of the problem wasn’t the technical incompetence of the team but rather a micromanagement dynamic that limited the developers’ freedom to make design decisions.
The solution wasn’t in superficial code refactoring but in addressing dependencies and improving the overall system design. However, this wasn’t happening because the team didn’t have the autonomy needed to implement changes. It was a management decision to maintain control over technical decisions. So, in the end, the real barrier wasn’t the code itself but a management dynamic that hindered any substantial attempts at improvement.
The Risk of Quick Fixes
The temptation to look for quick fixes is natural, especially when we see obvious problems that seem to have simple answers. However, acting hastily can be more harmful than we think. When we try to fix things on the surface without understanding the deeper causes, we risk making things worse.
In the example of the legacy code I mentioned earlier, my attempt to refactor it seemed like a logical way to improve performance and code clarity. However, by not understanding the constraints imposed by the micromanagement dynamic, I lost sight of the real issue: it wasn’t the code itself that needed changing, but the way decisions about its design were made.
Quick fixes often only mask the symptoms without addressing the root cause. In the case of the code, the errors that appeared after my changes revealed deeper issues that couldn’t be resolved just through refactoring. Sometimes, the real challenge is recognizing and addressing the dynamics, processes, and structures that have allowed the problem to persist.
Instead of rushing to fix what seems obvious, it’s better to take some time to understand the context and the underlying causes. This helps us make changes that truly resolve the problem and prevent future setbacks. The next time we face an issue, it’s more effective to pause and understand its origin before applying a quick fix.
Systems Thinking in Software Development
Systems thinking is a powerful tool that helps us understand how individual parts of a system interact and affect the whole. In software development, this means looking beyond the code and considering how all elements of the project connect and influence each other.
Imagine you’re working on a software project where errors start appearing in areas that previously seemed stable. If you only focus on fixing those specific errors, you might overlook broader issues affecting the entire system. Systems thinking encourages us to examine how each component of the software interacts with others and how decisions in one area can impact other areas.
For example, if a specific module is causing problems, instead of just fixing the module, it’s useful to ask how it integrates with other modules. Are there dependencies that haven’t been considered? Is the overall system design contributing to the problems? You might discover that the issue isn’t with the module itself, but with how the system as a whole handles the interactions between its components.
This approach also applies to team dynamics and development processes. For instance, a communication problem within the team can affect code quality and project delivery. Systems thinking helps us identify and address these issues comprehensively, rather than trying to resolve them in isolation.
By adopting systems thinking, we’re not just looking to fix what’s broken; we’re trying to understand how and why things work the way they do. This allows us to make changes that not only solve specific problems but also improve the system as a whole, creating more durable and effective solutions.
The Five Whys: Delving into the Root Cause
The “Five Whys” is a simple yet powerful technique for identifying the root cause of a problem. Developed by Toyota to address issues in their manufacturing processes, this methodology is also invaluable in software development and project and team management.
The concept is straightforward: when faced with a problem, instead of settling for the first answer, you ask “why?” repeatedly until you reach the root of the issue. Generally, five times is enough to get to the root cause, though sometimes more or fewer iterations may be necessary.
Practical example in software development:
- Why is the application failing?
Because there is an error in the database. - Why is there an error in the database?
Because data input is not being validated correctly. - Why is data input not being validated correctly?
Because the original design did not include thorough validation mechanisms. - Why didn’t the original design include thorough validation mechanisms?
Because the team did not have a clear policy for reviewing and ensuring input quality from the beginning. - Why was there no clear policy for reviewing and ensuring input quality?
Because the project planning process did not include detailed reviews of requirements and specifications.
This process not only identifies the immediate cause of the problem but also reveals flaws in the process that led to that cause. In this example, we find that the error was in the database, but we also uncover weaknesses in the design and project planning.
Applying the Five Whys helps avoid superficial solutions and address problems more deeply and effectively. Instead of merely correcting the visible error, this technique guides us to make changes that prevent the recurrence of the problem and improve the system as a whole.
By integrating this technique into the problem-solving process, we can ensure that our solutions are not only quick but also durable and well-founded.
Humility and Continuous Learning
In software development, humility and continuous learning are essential for personal and professional growth, as well as for the success of the team and the project. Technology is advancing rapidly, and best practices are constantly evolving. Recognizing that there is always something new to learn and being willing to adjust our perceptions and approaches allows us to stay relevant and effective in our work.
Humility involves acknowledging that we don’t know everything, even if we have years of experience in the field. Accepting that our knowledge and skills have limits opens us up to new perspectives and the opportunity to learn from others. When we join a new team or project, it’s natural to want to showcase our skills and make improvements quickly. However, it’s important to remember that our colleagues have valuable experiences and knowledge that we can leverage.
Continuous learning is the practice of continually seeking knowledge and improving our skills. In the software world, this might mean learning new technologies, adopting new development methodologies, or simply reflecting on our own practices to find ways to enhance them. By adopting a mindset of continuous learning, we not only keep up with trends and advancements in our field but also foster a culture of ongoing improvement within our teams.
Example of humility and continuous learning in action:
When I started working on a team using a development framework I wasn’t very familiar with, my first impulse was to impose my own solutions based on my previous experience. However, I soon realized that the team had a different approach that had already proven effective in the specific project context. Instead of insisting on my way of doing things, I decided to listen, learn, and adapt to the team’s practices. This openness allowed me not only to contribute more effectively but also to expand my own skill set.
The learning process never stops. Humility helps us recognize the need for learning and value it, while continuous learning keeps us fresh and adaptable. Together, these two concepts form the foundation for growth and innovation in software development and any field in constant evolution.
In software development, speed is not always synonymous with efficiency. The temptation to quickly fix what seems obvious can lead us to overlook deeper and more persistent problems. Adopting a more thoughtful and systemic approach helps us identify the true causes of issues and implement solutions that truly address the roots.
Systems thinking encourages us to see the big picture and understand how parts interact with each other, while the Five Whys guide us to dig into the fundamental causes of problems. Additionally, humility and continuous learning are essential to staying adaptable and effective in a constantly changing environment.
At the end of the day, true improvement comes not from quick fixes but from a mindful and deliberate approach that tackles problems from their roots. Listening, learning, and understanding are key to building lasting solutions and continuing to grow both personally and professionally.
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