I don't quite like it when things related to management are formulated as recipes. It's important to use the correct approach with people depending on how they respond. Also, control is one thing but specifications don't quite fall under control unless you start specifying what algorithms to use, tools and so on.
To me, specifications should be the minimum needed so that the output can be objectively verifiable (eg: acceptance criteria). Eg: give me a REST endpoint to list users vs "give me a rest endpoint to list users that - receives a parameter for pagination - has a certain response structure - uses certain http codes for various conditions ... etc"
But also ... if there's a control secret then it's that a manager's need to "do the stuff that needs to get done" isn't about control. Is about definition what needs to be done (eg: YOU should know what's needed unambiguously first) and then it's about getting the people around to want to do that (and empowering them).
This means speaking to the motivation of people (whether they're motivated by a paycheck or the threat of losing it, by the tech involved, by the challenge ... etc).
I would say that if the ability to get people to do what's needed gets limited to controlling them (watching over their shoulder, doing it instead of them or taking every little implementation decision) then it's probably a big issue.
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I don't quite like it when things related to management are formulated as recipes. It's important to use the correct approach with people depending on how they respond. Also, control is one thing but specifications don't quite fall under control unless you start specifying what algorithms to use, tools and so on.
To me, specifications should be the minimum needed so that the output can be objectively verifiable (eg: acceptance criteria). Eg: give me a REST endpoint to list users vs "give me a rest endpoint to list users that - receives a parameter for pagination - has a certain response structure - uses certain http codes for various conditions ... etc"
But also ... if there's a control secret then it's that a manager's need to "do the stuff that needs to get done" isn't about control. Is about definition what needs to be done (eg: YOU should know what's needed unambiguously first) and then it's about getting the people around to want to do that (and empowering them).
This means speaking to the motivation of people (whether they're motivated by a paycheck or the threat of losing it, by the tech involved, by the challenge ... etc).
I would say that if the ability to get people to do what's needed gets limited to controlling them (watching over their shoulder, doing it instead of them or taking every little implementation decision) then it's probably a big issue.