I really like this document. This is the process I have settled on to debug issues, and I have found this approach to be universal. Having such a finely articu

I really like this document. This is the process I have settled on to debug issues, and I have found this approach to be universal. Having such a finely articulated process has also been helpful to demonstrating to me why micromanagement in the business world completely destroys productivity. Management hates, hates, hates this process to the depths of their souls because they would prefer a prescribed process that outlines well defined time-boxed steps to be articulated, from the get-go for many diverse disciplines to contribute to equally. To them, Steps 1-3 should already by known and are unnecessary. Needing to go through them either means the issue is unimportant, the developer is incompetent, or there isn’t alignment between teams. Step 4 and 5 means you’re flailing. You need to provide action, not ideas. “narrowing the search space” means assigning blame; healthy teams work together, they don’t assign blame. Developers attempting to break down the problem are disrupting the harmony of the work environment. This necessary step should be avoided. Step 6 is the only step that matters. It’s more important to get to this step as quickly as possible ill informed than to arrive at it with data to support your conclusions. Following these steps are strictly necessary in many circumstances. They’re also impossible to follow under scrutiny. I say this to make a recommendation: Any good leader, to a development team, should insulate and shield their team from scrutiny so that they can carry these steps out rigorously rather than succumb to pressure and micromanage productivity into oblivion.