## 4 Results
### Q4: How Does Happiness or Unhappiness Impact Software Development? Figure 11 is based on the information presented in Tables 11 and 12 (which consider the types of causes used in the previous section). This figure presents a classification of the consequences that generate happiness and unhappiness in software development communities based on three main categories: social, procedural, and technical. In total, 96 consequences were identified, of which 63.73% are associated with happiness, while 26.37% correspond to unhappiness. Additionally, most happiness-related consequences are linked to social factors (28.13%), while procedural and technical consequences are less represented in this category (5.21% and 3.13%, respectively). \begin{table}
\begin{tabular}{p{113.8 pt} p{113.8 pt} p{113.8 pt}} \hline \hline
**\#** & **Cause** & **Definition** & **Id** \\ \hline \multirow{6}{*}{64} & Lack of progress (Feeling of stagnation, for little contribution or contribution). & Definition 1: Employee progress is mainly explained in terms of their perception about the amount of work being done and the amount of unnecessary waste [S21]. & \\  & Lack of progress (Feeling of stagnation, for little contribution or contribution). & Definition 2: If technical debt is not reduced, development will stagnate at some point; Maybe we’re walking now, but we could run, but the drag will come if we don’t pay off the technical debt, so we’ll get fewer and fewer features [S21]. & \\ \hline \multirow{2}{*}{65} & Legacy code. & Definition 1: Code that contains a large amount of Technical Debt [S21]. & \\ \hline \multirow{6}{*}{66} & Lack of communication skills (poor communication, ineffective communication, asynchronous communication). & Definition 1: The cost of incomplete, incorrect, misleading, inefficient, or absent communication [S8]. & S16, S18, S8, S4 \\ \cline{2-3}  & Build functionalities products that are not required. & Definition 1: The cost of creating a feature or product that doesn’t meet the requirements of the user or company needs [S8]. & \\ \hline \multirow{2}{*}{68} & Poor management of the product backlog. & Definition 1: The cost of duplicating work, speeding up features of lower user value, or delaying necessary bug fixes [S8]. & \\ \hline \multirow{2}{*}{69} & Rework. & Definition 1: The cost of altering the work delivered that should have been done correctly [S8]. & S8 \\ \hline \multirow{2}{*}{70} & Work on many features at the same time. & Definition 1: The cost of downtime, often hidden by multitasking [S8]. & S8 \\ \hline \multirow{2}{*}{71} & Unnecessarily complex solutions (High code complexity). & Definition 1: The Costs of Unnecessary Expenditure of Mental Energy [S8]. & S8, S23 \\ \hline \multirow{2}{*}{72} & Strange cognitive load. & Definition 1: The Costs of Unnecessary Expenditure of Mental Energy [S8]. & S8 \\ \hline \multirow{2}{*}{73} & \multirow{2}{*}{Silos of knowledge.} & Definition 1: The cost of reacquiring information that the team knew before [S8]. & S8 \\ \hline \hline \end{tabular}
\end{table} 
Table 13: _Cont._Regarding unhappiness, the dominant consequences remain those related to social factors (37.50%), followed by procedural (19.79%) and technical (6.25%). It was found that work environments fostering aspects such as satisfaction, motivation, and morale increase the members' capacity to work proactively, collaboratively, communicatively, and in alignment with business goals, which enhances productivity, quality, and value delivery [13; 44]. On the other hand, happiness in the communities results in the execution of company-defined processes in more transparent and structured ways, increasing effectiveness and performance in development processes. Finally, the happiness of community members shows a tendency to apply strategies that enable the continuous improvement of hard skills, motivated by the need to provide high-quality solutions and improve individual skills. This results in the application of best practices during the project lifecycle.