Harvard Business Review

APRIL 27, 2017

The result was that her team felt increasingly micromanaged and less engaged in their contributions. This helped her avoid micromanaging the team, and it freed up time for her to focus on the big picture. The busier he got, the more he slipped into tactical mode, in order to get things checked off his to-do list as quickly as possible.

How To 14

How To Delegation Argyris Micromanagement 14

Harvard Business Review

MARCH 13, 2012

Jobs would make decisive decisions on large and small issues and again and again would be proved right by the market or technology. Both were perfectionists and micromanagers. They did not stop at strategy but got into tactics at a very micro level. They were incredibly knowledgeable and insightful.

McGregor 14

McGregor Micromanagement Leadership Performance Review 14

Harvard Business Review

OCTOBER 1, 2018

Agile processes go awry, because as companies strive for high performance, they either become too tactical (focusing too much on process and micromanagement) or too adaptive (avoiding long-term goals, timelines, or cross-functional collaboration). The key is balancing both tactical and adaptive performance.

Agility 8

Agility Engineering Software How To 8