I have recently joined the architectural review board (ARB) at the place where I work serving as the security representative. The role of the ARB is to recommend and approve software design specifications for projects approved by management. There are members representing development, QA and other aspects of the software delivery lifecycle on the ARB.
As I am the sole representative of IT Security on the ARB, , I frequently request the opinions of team members on security controls design, risk management, and compliance verification. However, team members have been reluctant to provide me with their opinions on what they think should be done. These are mostly engineers a fellow security professionals with around roughly 2-3 years of work experience. All team members know each other well and speak the same language - English. They complete assigned tasks well , just they are not open with opinions. I consider myself to be an open team lead / architect, hardly micromanaging and frequently stressing I am here to mentor rather than dictate. They respect me and in the past I have receive praise that my style of mentoring is very encouraging and effective.
As I take on a technical leadership role on the ARB, having team members to bounce ideas off of would be very helpful. Questions:
How can I encourage team members to be more willing and open to discussing their opinions of technical aspects our work? How can I help them be more comfortable in a consulting role?
If reluctance to opine, is due to lack of technical knowledge, at would point should they be consulted and how can I balance between challenging the team and recognizing the limits of their expertise ?