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180 Manage Software Testing
you make your reports is well aware of the idea of cognitive dissonance and its implications.
Slipping projects and failing systems are strong triggers of cognitive dissonance. The cognitive
dissonance inherent in self-deception can, under pressure, result in totemism or optimism raised
to the level of ideology. When the difference between emotional and intellectual acceptance
becomes too great or if it concerns information no one in the manager??™s (aspirant) peer group
ever bothers with or is socially inhibited from considering, culpable ignorance or denial can occur.
??? Ignorance of process knowledge: an expert has a mental model of the process order, rationale,
and outcomes of his work. He will know which part can be easily automated. Thus he may write
several plans, and have a repertoire of scripts6 or models, each changing as the work evolves but
owing something to its predecessor. The incompetent project manager will not use project planning
tools or write the project plan until forced to do so. He will see the plan as a threat in that
it contains commitments which must be met. The expert project manager has already fought
battles to get enough time for margins, and knows that the plan will change, and that schedules
will slip. The incompetent project manager refuses to think of such an eventuality. The expert
understands how to stabilize projects, will have a wide repertoire of models on which to draw,
and can invent new models as the occasion arises.
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