There's a corollary here for engineering managers managing a new (to them) team. With the caveat that they must be very clear that they trust the team and are t

There's a corollary here for engineering managers managing a new (to them) team. With the caveat that they must be very clear that they trust the team and are there to learn, "why don't you do X" is incredibly valuable for a manager to connect their limited experience with the deep experience on the team. The reasons often fall into one of three categories: - X is not a good solution outside of internal considerations (what this article mostly focuses on) - X is a good solution but not worth it for a good list of reasons (ie it makes slightly different tradeoffs than the internal solution and the cost of switching is higher than the benefit of changing tradeoffs) - X is better than what the team is currently doing but the team hasn't been able to get buy in for the investment needed to change to X All of these scenarios are great for the manager to understand, but the last one is the manager's dream because they actually have a concrete opportunity to help the team!