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> but lacks focus on when to apply them

The gap between theory and practice - tacit knowledge - is probably a factor here. It seems quite likely that a lot of really good managers in software have theories about why they are good managers. Those theories could all easily be wrong and they are actually experts at communication or weird technical details that happen to make great managers. A manager's theoretical base is always built on a large tacit "I know how to X, Y, Z in a social setting".

If we look at this article through a very abstract lens, software managing advice fits the pattern of "at the appropriate moment, do the appropriate thing". Obviously the advice he gives is heavily tinged by the managers ability to identify the appropriate moment to do something unusual. He's pointing out some times where the appropriate action seemed to be the counter-intuitive one, which is fair and interesting. But I wouldn't ever trust a random manager to be able to pick the moment to do a counter-intuitive action; unless they were mentored with extreme care.




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