We give information. We explore. We look at the product from the perspective of "maybe this doesn't work?" instead of trying to prove that it does. We add value that we sometimes only know is there if we *don't* add it.
The article spoke a lot about our relationship to development, project management, and management. I want the developers to think of me as an ally who saves them time in the long run and not someone to hide from. I want management to see me as an ally who does their best to make sure we aren't embarrassed in the marketplace. I want project managers to see me as an ally providing information about risk and gut feelings and diplomatic assessments of project stumbling blocks. I try to be honest in all of my dealings internal and external to my department and positive/affirming at every opportunity I'm able, so that when I suddenly sound the alarm, it's perceived as important. I want to, as Michael Bolton states, "Be a service to the project, not an obstacle."