I can agree that the article did not go into detail on the extent of "two cents", and instead kept it too simple for the inexperienced reader to understand.
But I know very well that when I put an incredible amount of thought and reason into picking every little detail, I DO NOT want some non-technical manager to come to me and say "the shade should be blue". His comments should not be so shallow to tell me he doesn't care, but neither should his comments be that decisive, when I cannot understand.
Your point of view comes from a person who is always looking for guidance, like someone fresh from college. The day you get lift off to the point where you are working for someone who has little expertise in your field or you have developed comprehensive depth where you can work independently, you will want ownership and you will feel annoyed at the "decisive" comments you receive.
To all others who are reading this: instead of being decisive or making shallow comments, learn to explore the work of your people, the great parts, and the weak parts. You will immediately hit upon the areas where the person is seeking guidance, and the areas where the person has resolved his mind with limited information.
But I know very well that when I put an incredible amount of thought and reason into picking every little detail, I DO NOT want some non-technical manager to come to me and say "the shade should be blue". His comments should not be so shallow to tell me he doesn't care, but neither should his comments be that decisive, when I cannot understand.
Your point of view comes from a person who is always looking for guidance, like someone fresh from college. The day you get lift off to the point where you are working for someone who has little expertise in your field or you have developed comprehensive depth where you can work independently, you will want ownership and you will feel annoyed at the "decisive" comments you receive.
To all others who are reading this: instead of being decisive or making shallow comments, learn to explore the work of your people, the great parts, and the weak parts. You will immediately hit upon the areas where the person is seeking guidance, and the areas where the person has resolved his mind with limited information.