I'd say the LAWST1 attendees viewed their job as finding and reporting bugs (in such a way that they got fixed – Bug Advocacy). It was more common in business to view it as a way of gaining confidence and avoiding embarrassment. Test automation tools promised the latter to management. It was their failure at the former that motivated LAWST1. (Test Automation and Embarrassment).
Most if not all of the people at the Snowbird Workshop *liked* programming, and perceived that most of the people telling them how to program... didn't. While some of them had been programmers, they nowadays programmed people rather than computers. Or so it felt to the people being programmed. Programmers and Managers Book
The dominant process, "waterfall," was seen as a method of audit and control of untrustworthy people. If they weren't told how to do their job right, they'd inevitability do it wrong.
---- In both cases, the people in the craft chafed at being told what to do by outsiders, the more so because their prescriptions didn't work particularly well.
