Scenario 1 (The Blind Side)
You’re fairly new here, but it you thought it would be a good idea to rename the method “doProcessing” to “updateSalesStatistics”. It’s true, the code is much more readable now. Did you know that our largest paying customer loads our jar file and calls “doProcessing” via reflection? They’re not happy.
Scenario 2 (Danger UXB):
We had to revert your last commit. We’re 2 weeks from code freeze, and you refactored the doProcessing method. That method is 400 lines long and contains little mountains of indentations, and there’s no way to unit test it. It’s too important to risk breaking it now.
With his Boy Scout Rule, Robert C. Martin encourages us as software craftsmen and craftswomen to be brave and clean up the messes we find, at least a little bit at a time. Unless you have a team experienced in and fanatically devoted to clean code, design, and TDD plus a clear shared vision of the functional specifications, technical debt is added to your project on a daily basis. So the Boy Scout Rule proposes that each of us reduce technical debt on a daily basis, hopefully at least as fast as it accumulates.
This excellent approach sometimes runs afoul of its corporate nemesis, which is best summed up as the Pottery Barn Rule: You break it, you own it.
It can create a real dilemma for a software craftsman or craftswoman who wants to do the right thing but can not promise that every improvement poses no risk. We see in the first scenario above that we can be blindsided by undocumented usages of the code which are not enforced by the compiler. This kind of problem is technical debt that keeps on giving. In the second scenario above we see technical debt which protects itself using fear. It’s like an unexploded bomb, but there’s no bomb squad, just you and the people who will blame you if it explodes after you’ve touched it. If it explodes when left alone, responsibility for the explosion is diffused.
Overcoming these sorts of blockages requires courage, an effective code review process, and what I might call “good management”. According to an extensive internal study done by Google, the number one key to having an effective team is “psychological safety: Can we take risks on this team without feeling insecure or embarrassed?”. That’s partially down to management, but I think it’s also linked to the number 2 key: “Dependability: Can we count on each other to do high quality work on time?” That’s where the developer can make an impact. If most of the time you get it right when you take a risk, the team will likely cut you some slack on the rare occasions when you don’t.