What your developers aren't telling you — Dr Cat Hicks (Psychologist and Founder)
Dr Cat Hicks is a psychological scientist and the founder of Catharsis, a human-centred research consultancy that works with engineering organisations. After self-funding her first open-access study into developer motivation, she was recruited to lead the Developer Success Lab at Pluralsight — a three-year programme that generated large-scale empirical research across hundreds of companies and more than 11,000 developers. Her book, The Psychology of Software Teams, brings that evidence to bear on the question her industry keeps asking: why do smart people in smart organisations so often struggle to work well together? We talk about the hidden costs of treating developers as interchangeable units, what large-scale cycle time data reveals about individual performance, and how product managers can build the conditions for teams to actually thrive.Key takeaways
The "brains and jars" model — treating developers as interchangeable, isolated computing units — does not just feel demeaning; it actively undermines the collaborative, social work that makes software teams effective, and is linked to burnout, self-censorship, and a breakdown of trust.
Cycle time data from 216 companies and over 11,000 developers shows that individual performance fluctuates dramatically week to week — it is not a stable personal trait — which means slow periods are usually an environmental problem, not a personal one.
Over-production pressure (the constant pull towards short-term delivery) has measurable cascading effects: developers stop mentoring, stop surfacing problems to managers, and stop investing in long-term code quality. It can be measured and, with committed leadership, changed within weeks.
AI is producing genuine identity threats, not just productivity disruption. Teams that lower the "threat temperature" — framing change as a shared technical challenge and affirming that new skills can always be learnt — unlock significantly more adaptive and curious behaviour.
Metacognitive scaffolding — building structured strategies for thinking about your own thinking, not just raw output — is more trainable than cognitive capacity and is almost entirely absent from how agentic coding environments are currently designed.
Superordinate goals (shared outcomes that transcend individual preferences) allow diverse teams, including those who prefer deep solo work, to collaborate productively without demanding that everyone care about the product in the same way.
Chapters
(00:00) Opening
(01:06) Cat's background and the book
(04:40) Defining a software team
(07:02) Building the Developer Success Lab
(10:26) The brains and jars model
(13:14) What the model costs teams
(17:54) Why communicating value is so hard
(19:04) What change looks like in practice
(23:01) Code review anxiety and cycle time research
(27:55) AI's effect on developer identity
(31:57) Agentic coding and cognitive fatigue
(35:46) Threat, play, and psychological safety
(38:19) Working across disciplines
(43:04) What product managers can do
(48:00) Wrap-up
Referenced
The Psychology of Software Teams by Dr Cat Hicks — Routledge
The Programmer's Brain by Felienne Hermans
The Psychology of Computer Programming by Gerald Weinberg
Developer Success Lab (Pluralsight)
DORA project
Catharsis — Dr Cat Hicks's consultancy
"Fight for the Human" — Dr Cat Hicks's newsletter
Dr Cat Hicks on Bluesky and Mastodon: @grimina
Learning Opportunities Claude skill — by Dr Cat Hicks
Deliberate practice study (40,000 chess players) Receive SMS online on sms24.me
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