You must read this paper by Alistair Cockburn. It's about his experiences with decades of managing and studying projects. It all seems to boil down to variations on a theme. People not doing the work come up with Ways Things Should be Done. People actually doing the work ignore the Ways but get their work done anyway. To make matters worse, he write "I have not yet interviewed a successful project that had accurate documentation, unless either the code or the documentation was generated automatically."
He cites plenty of anecdotes of systems being created to help people do their work, but the people perversely ignore those systems. People don't want to read a project plan, they want face time. People don't like someone coming in and telling them how to change all of their work habits when those same people knew they were already getting work done.
I think what we can gain from his observations is what many of us know in our guts: people can get stuff done regardless of the environment you put them in. Don't tell them how to run an obstacle course. Just let 'em run the damn course. Sometimes my coworkers get irritated when I just walk up to talk with them, but I get irritated when, after five emails, we still find out that someone misunderstood what happened.
Give 'em face time. Take away obstacles. Don't tell 'em they need to fill out reams of documentation. Figure out how to strip away bureaucracy. Give them end users to talk to, not just email. And most importantly, trust them. If you can trust their technical decisions, they're more likely to trust your business decisions.