The article's author wrote:
I’m never going to be the manager that simply lets the team research/evaluate and recommend solutions, but is this a workable approach?
My advice would be to set the general technical direction you wish your staffers to take, but then stand back and let them do their job; that's what you're paying them for, and they need to feel they have some 'skin in the game', too.
Once they've returned their recommended solutions to you, sit down with them:
* Talk about how and why they reached the solutions they did, so you might have an insight into their thinking before taking any further action.
* If you're unhappy with the results, be very careful about how, when, and where you offer any criticism. Critique the work, not the individual. Never belittle anyone, especially not in front of others. Offer your own thoughts and ideas about how the technical problem should be solved, but allow your staffers to critique those, too.
* Seek to find the best overall solution that fits within the known technical and fiscal constraints, and avoid accepting a solution strictly for political reasons whenever possible. Solutions to complex problems will likely require the contributions from a number of individuals; it will be your job to identify the best of them, and to meld them effectively.
Good luck. You've taken on a very tough job, and you'll make mistakes along the way. Learn from them, and be persistent. At the end of the day, the rewards of doing the job well are many.