ABOUT THIS EPISODE
Hello and welcome to another episode of the Testing Peers podcast. This time, join Chris Armstrong, Rachel Kibler, Tara Walton, and Russell Craxford discussing what it means to create change in teams that are worn down, frustrated, or stuck in longstanding patterns.
In this episode, the Peers talk frame the discussion around practical reflections on joining difficult team contexts, building agency, identifying friction, and shaping improvements that matter without creating burnout.
The group focuses on the difference between technical problems and people or adaptive challenges, the value of curiosity and influence, and the power of small, intentional actions that reduce unnecessary friction and build momentum toward better ways of working.
Key themes and ideas
Teams with history and fatigue
Teams carry context, history, and stories long before new people arrive. What looks like dysfunction to a newcomer may be normalised pain to those who have lived with it. Past failed efforts at change often create deep scepticism.
The “WTF list”
Rachel introduces the idea of keeping a personal “WTF list” when joining a new team. This is a record of things that confuse, frustrate, or cause unnecessary pain. It is a tool for reflection, learning what to ask about, and identifying areas for low effort improvements while separating technical fixes from people or adaptive challenges. Some items are best kept for private reflection or manager conversations rather than shared openly.
Technical problems versus people problems
Technical problems usually have known solutions and can be addressed with the right expertise. People problems require influence, trust, and time. Effective change begins by asking why things are done the way they are before assuming what should be done.
The risk of bonding over complaints
Shared frustration can bond people quickly, "trauma bonding", but venting without action often leads to stagnation. Reflection and curiosity help teams ask what could realistically be done differently next time.
Context before action
Change attempts fail when history, constraints, or social dynamics are ignored. Newcomers often see pain points that existing teams have normalised. Without understanding the background, even good ideas can trigger resistance.
Agency, choice, and acceptance
Sometimes, change is not possible in the short term. Actively choosing to accept a situation can be more empowering than feeling trapped by it. Doing nothing can be valid when it is a conscious decision rather than passive resignation.
Small wins and incremental change
Not every improvement has to be dramatic. Small changes that remove friction can build trust and momentum over time. Cultural shifts often start with fixing minor but irritating problems rather than attempting wholesale transformation.
Positivity and recognising progress
Testing roles are often framed negatively, both by others and by the people doing the work. Creating space to acknowledge progress and success helps rebalance that narrative and improves team morale.
Leadership and advocacy
Leadership involves passing feedback upwards and advocating for change even when the leader cannot fix the problem directly. Choosing where to invest influence is an important leadership skill.
Takeaways
- You cannot change everything from every position.
- Context and history matter more than frameworks.
- Influence is more effective than instruction in people-related challenges.
- Small, deliberate improvements build momentum for bigger shifts.
- Conscious acceptance is still a form of agency.
Recommended Reading
Your Leadership Edge by Ed O’Malley and Amanda Cebula
A practical guide to the competencies and mindset required when everyone leads and challenges are not straightforward. The book emphasises
