Re: management. I also think the wrong way to do it (for the kinds of teams I want to be part of) is top-down and/or micro-managing. Many people fall into this trap when they are promoted to management because it is the easier way to manage. You see, cooperative people will see the need to do something when the factors are explained to them. Even though it may be harder and take more time (than just commanding people to do tasks), the end result will be much better. The product will be more aligned with the executive vision and the technical team will be more engaged.
Also, a top-down structure makes it easier to hide malfeasance. So when someone is given a task that doesn't appear to make sense, there is always that question in the back of mind, and morale loss. Whereas when reasons are transparent and communicated, it keeps everyone more honest.
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Re: management. I also think the wrong way to do it (for the kinds of teams I want to be part of) is top-down and/or micro-managing. Many people fall into this trap when they are promoted to management because it is the easier way to manage. You see, cooperative people will see the need to do something when the factors are explained to them. Even though it may be harder and take more time (than just commanding people to do tasks), the end result will be much better. The product will be more aligned with the executive vision and the technical team will be more engaged.
Also, a top-down structure makes it easier to hide malfeasance. So when someone is given a task that doesn't appear to make sense, there is always that question in the back of mind, and morale loss. Whereas when reasons are transparent and communicated, it keeps everyone more honest.