[lolinder]

I'm not convinced you actually read the article at all. Here's just one extract of several that to me says exactly what you're saying, except it's Larson speaking:

> It's key to not confine your conflict mining strategy to your peer group on the leadership team. “You can usually get buy-in from other executives pretty easily, but it’s much more difficult to get buy-in from people with the most context around a given problem,” he says, “Their opinion is most valuable because they are the ones who live in the details. You can’t lie to them. They know the truth of how things run.”

This immediately follows an anecdote where he talks about listening to an engineer and realizing that his approach was wrong and the engineer was right. The whole section on "micromanagement" is really about this—get down into the weeds with your engineers and listen to what they have to say.

I get from your other comment that you have had bad experiences with people "applying" Larson's ideas in the past, but I'm really not seeing that at all in this text.