Two-way communication is discouraged. Through the written document, one team member is saying, “Here’s what to do,” and others are expected to do it. This type of master-and-servant relationship is unlikely to create strong feelings of engagement on the part of the servants. Rather than feeling responsible for the success of the product, they feel responsible for doing what is described in the document. Discussions have the opposite effect: Whole team discussions lead to greater buy-in by all team members.
Written requirements (1) aren't as efficient as conversations and getting everyone on the same page and (2) make the discussion 1 way. However, they do have the benefit of actually recording what people agreed to in a clear way (BDD).
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