Leslie Sachs writes on how employees in many companies have essentially learned to no longer raise their concerns because there is no one willing to listen, and—even worse—they may have suffered consequences in the past for being the bearer of bad tidings. Leslie refers to this phenomenon as learned complacency.

Everyone wants to be helpful, and that includes managers, middle managers, and senior managers. But the more managers interfere with a team’s growth, the less a team learns how to perform. Managers do not have to solve a team’s problems.

An organization shouldn’t spend all its time building its delivery muscle without simultaneously building its discovery muscle. In fact, successful software teams deliver great products because they invest in discovery. Learn how to expand your innovation and strengthen your discovery muscle.

The last exciting era in testing was the late ‘90s when the web turned technology on its ear, the agile movement overthrew our processes, and the rise of open source gave us accessible and innovative tools. However, since then, Jonathan Kohl finds it has been a lot of the same-old, same-old.