[vii]

It's not ok to set goals and let people just get on with them. The result of that is the most extraordinary implementations; it's just not possible to lock down requirements clearly enough to have the right outcomes come out without massive communication of implicit context.

The contradiction in management is that you must somehow know what's going on, but it is not helpful to interfere constantly.

I don't see how this framework helps with what I think is the most difficult problem in management: how to deal with talented people who aren't connecting to impact in their current roles. If you don't reward them, they'll leave. If you reward them, everybody else will be justifiably jealous. Setting interfaces doesn't help you figure out how to unblock them and might make it worse.

[ElatedOwl]

I manage at a lower level, a team of developers. I’m a big fan of stating a clear goal and letting the developer/team decide how to tackle. I may have suggestions, I may veto proposed solutions if I have legitimate problems with it, but ultimately I want them to be the drivers. In my experience they take ownership, are more motivated, and it helps them grow. They’re more likely to solve little problems on their own and only involve me as needed.

[beardedwizard]

Same here. Teams need autonomy to thrive. Managers need to be able to let go.