Diving in doesn’t mean diving in blind. I feel like I’m in this camp on many things. I build a plan, anticipate and adjust the plan when needed, and I also have

Diving in doesn’t mean diving in blind. I feel like I’m in this camp on many things. I build a plan, anticipate and adjust the plan when needed, and I also have an internal barometer for how difficult that roadblock is going to be to overcome and whether it’s feasible (time/money/skill). I think the difference is; I generally do this in scale of minutes on a post it, sheet of paper, whiteboard; and I get to work. The other camp, from my observation, wants to build process maps and workflows and then start breaking the project down into a million sub tasks, probably seek external feedback on their plan, etc. I’ll have functional progress before they even roll up their sleeves. There’s certainly a time and place for both approaches and people have their work ‘style’ preferences. This is also a big part of why most productivity software, todos, checklists is generally not for me. I lose too much productivity just by using the tool. Edit. I should add context. I don’t work as a dev. I’m in Corp finance. This worked for me as individual contributor, mid manager and now in a leadership role. As IC it was how I worked as manager it’s how I delegate as leader it’s how I motivate my team. Again, I’ve had to take the other style at times. It’s not natural for me. Feels like a waste of time in effort not to waste time. I see the benefit of it at times. And I’ve been impressed by some people’s experience in doing it that way. (Eg. a relatively quick successful ERP implementation at a large company is a marvelous thing to witness).