Don’t Stop Asking Why

Challenge the Status Quo to Drive Meaningful Change

Why do we use the term ‘nightmare’ for a bad dream, call our favorite drink ‘whiskey’, or even yell ‘shotgun’ to reserve the passenger seat in a car? Most of us have grown up with and used all three of these words – nightmare, whiskey, and shotgun – yet most of us have not thought about where they come from. 

In Middle English, which is a form of the English language spoken after the Norman Conquest of 1066 until the late 15th century, the word “mare” was used to refer to an evil spirit that would sit on sleepers and suffocate them. Eventually “night” was added and it became “nightmare”. In the 14th century, the Medieval Latin term aqua vitae – “water of life” – was used to refer to strong alcoholic spirits. Uisge beatha was the Gaelic translation of aqua vitae, which turned into usquebaugh or whiskeybae, later shortened to “whiskey”. Stagecoach companies would employ guards to sit beside the drivers and carry a shotgun to protect the passengers and goods being transported. Thus the term ‘shotgun’ is used to reserve this seat when embarking on a modern trip despite the lack of the need for a shotgun to provide protection. 

Besides as interesting party trivia, this idea that we accept how things exist today without questioning their origin or even whether they are appropriate to use today, is an interesting phenomenon. This uncritical acceptance of the status quo extends far beyond the etymology of words. It permeates our lives, shaping our beliefs, behaviors, and societies. When we simply accept things as they are, we limit ourselves to the constraints of the past. However, by questioning and re-examining, we open the door to new possibilities. This is true not just in language but in every aspect of life, from the way we work to the way we interact with each other. Many of the world's greatest advancements have come from people who dared to ask, "Why does it have to be this way?" and then set out to find a better solution.

In our fast-paced world, it can be easy to fall into the trap of complacency, to accept the way things are simply because it's the way they've always been. But by fostering a habit of curiosity, we can break free from these limitations and drive progress forward. Whether it's in our personal lives, our careers, or our communities, the willingness to ask "why" can lead to deeper understanding, greater creativity, and more meaningful change.

Software development is similar to etymology in that we often just accept how things were taught to us by the previous generation rather than asking the questions of ‘why things are that way’ and ‘do they need to continue to be that way?' In the pioneering days of software development, methodologies took much of their cues from manufacturing as documented in A Brief History of Software Development and Manufacturing. The early years of software development were marked by a period that lacked formal control methods, closely mirroring the craftsmanship of the pre-industrial revolution. During this time, software development was often a labor-intensive, artisanal process where individual developers crafted code in a manner akin to a skilled artisan creating a unique product. This approach worked well when software systems were relatively simple and the stakes were low, but as software complexity increased and became integral to business operations, it became clear that a more disciplined, managed approach was necessary.

By the mid-1960s, a significant shift occurred, influenced by Frederick Winslow Taylor's principles of Scientific Management. Taylor's methods, which revolutionized manufacturing by introducing concepts like time studies, standardization, and specialization, began to permeate the world of software development. This shift introduced factory-like concepts into software development, emphasizing standardization, specialization, and management control to improve productivity and quality. Software was no longer seen as a one-off creation but as a product that could benefit from systematic processes and repeatable methods.

By the late 1960s, this manufacturing-inspired mindset led to the emergence of concepts like the "software factory," where code reusability and modularization were emphasized. The idea was to break down complex software systems into smaller, more manageable modules that could be developed, tested, and maintained independently. This approach not only improved efficiency but also paved the way for the adoption of structured methodologies such as the waterfall model. The waterfall model, with its emphasis on detailed planning, strict process adherence, and role specialization, was designed to enhance efficiency and reduce the risk of failure in software projects. It mirrored the assembly line mentality of manufacturing, where each stage of production was meticulously planned and executed in sequence.

However, as the software industry continued to evolve, it became clear that the rigid, linear processes of manufacturing were not always well-suited to the dynamic and often unpredictable nature of software development. This realization led to the exploration of more flexible, iterative approaches that could better accommodate the uncertainties inherent in software projects. The roots of Agile software development, for example, can be traced back to both Lean and Agile manufacturing paradigms. These approaches emphasized continuous improvement, rapid iteration, and close collaboration with customers, principles that have since become foundational in modern software development.

Today, our approach to digital product development is still heavily influenced by these manufacturing principles. However, we've come to understand that building successful software products requires more than just following a predefined process. In a world where the chance of a successful first launch is abysmally low, it only makes sense to plan for multiple iterations. The cycle of discovery, hypothesis, delivery, testing, and learning is now recognized as the most logical way to build digital products that truly solve customers' problems.

Rather than searching for the one great idea that will revolutionize an industry or catapult a company into hyper-growth mode, modern software development embraces the reality that success is often the result of countless small adjustments and refinements. It's a process of continuous learning and adaptation, where the ultimate goal is not to achieve perfection on the first try but to steadily improve and evolve until the right solution is found.

However, despite all of this progress, many companies are still stuck in the old, manufacturing-based methodologies that are project based and output focused. The reason is that young people being taught how to build software products in these companies are being taught the old way. Very few people are asking the questions ‘why is it this way’ and ‘does it have to remain this way?’  

When we are children we ask ‘why’ all the time. As we grow older, we lose this curiosity or exuberance to learn why things are the way they are. This reluctance or natural human condition, eventually stifles our ability to improve fundamental aspects of our jobs and even areas of research. Research on the most innovative ages suggests that it depends if they are conceptual innovators, those who think out of the box and challenge conventional wisdom, or more experimental innovators, those who build on their knowledge and accepted theories. If your research is based on building upon questioning conventional wisdom, you are more innovative knowing less, being less of an expert, and having your identity tied less to a particular position, i.e. younger.

Another way this phenomenon is observed is how quickly new hires begin to assimilate into the company’s culture. In my experience this happens incredibly quickly. The initial excitement and fresh perspective that new hires bring to a company can quickly be dulled by the need to conform to established norms and processes. This assimilation, while necessary for integrating into a team, often comes at the cost of losing the very curiosity and innovative thinking that made the new hire valuable in the first place. It's a subtle yet powerful process: new employees, eager to prove themselves and fit in, adopt the company's ways without questioning them, silencing their internal "why" in favor of the collective "how."

This rapid assimilation is not just an anecdotal observation but a widespread phenomenon across industries. Companies, often without realizing it, prioritize immediate alignment with existing practices over fostering a culture of inquiry. The onboarding process, while essential for understanding company operations, can inadvertently teach new employees to follow the status quo rather than challenge it. In many organizations, the unspoken rule becomes: "This is how we do things here," rather than, "Why do we do things this way, and is it the best approach?"

This is particularly troubling in fields like software development, where innovation is key to staying competitive. The very nature of technology, and business in general, demands continuous evolution, and yet, many companies still cling to outdated methodologies, reluctant to change because "that's how it's always been done." The danger here is stagnation, by not asking "why," companies risk falling behind, missing out on more efficient, effective, or innovative ways of working.

Moreover, this reluctance to question established norms can extend beyond software development to other areas of business. For instance, in product management, marketing, or even customer service, failing to ask "why" can lead to missed opportunities for improvement or innovation. Processes that once made sense might no longer be relevant, yet they persist because no one stops to challenge them. It's a form of institutional inertia, where the momentum of past decisions propels the organization forward, even if those decisions are no longer optimal.

The antidote to this inertia is fostering a culture that not only encourages but expects questioning. Leaders play a crucial role in setting the tone, by modeling curiosity themselves and rewarding those who bring fresh ideas or challenge the status quo. Instead of viewing questions as threats to established order, they should be seen as opportunities for growth and improvement. This doesn't mean discarding all existing practices, but rather continuously evaluating them to ensure they still serve the company's goals.

Encouraging this mindset can start with something as simple as regularly asking "why" during team meetings or project reviews. Why are we following this particular process? Why do we assume this approach will work? Why is this the best way to meet our goals? These questions can lead to deeper discussions that uncover outdated assumptions or reveal new ways to approach challenges.

In addition, companies should actively seek out and value diverse perspectives, especially from those who are new to the organization. Fresh eyes can often see inefficiencies or opportunities for improvement that long-time employees might overlook. By creating an environment where new hires feel comfortable questioning the status quo, companies can tap into a wellspring of potential innovation.

Ultimately, the goal is to build a culture where asking "why" is not just allowed but is integral to the organization's DNA. This culture of inquiry can help companies stay agile, adapt to changing conditions, and continually improve. It can also prevent the kind of groupthink that can lead to stagnation, ensuring that the company remains dynamic, competitive, and innovative.

So, don't stop asking "why." Whether you're a new hire or a seasoned veteran, your curiosity is a powerful tool that can drive meaningful change. In a world where the only constant is change, the ability to question, adapt, and innovate is not just a nice-to-have, it's essential. By continually challenging the status quo and seeking better ways of doing things, we can build organizations that are not only more effective but also more resilient, creative, and forward-thinking.

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