Many managers want employees to fit an exact role, even if they have a square peg and a round hole. One of the best managers I had the pleasure of working with was a former private investigator. He would see the trait of the employee that is causing friction, see how it could be used as an asset, and adapt the position or funnel the right work to that employee. I now manage in this way, myself.
Next step: meet those goals in the most effective way you know how.
He is now a senior sys ad in the valley - and very very smart - but his challenges to authority and propensity to ask questions just to be obtuse grew tiresome.
It wasn't a matter of thinking through a problem before hand - it was an exercise in proving/looking smart.
Spending 5+ minutes consternating over the type of screws that came with the shelf is not "thinking ahead" :)
If you didn't want this level of analysis, why the hell would you take a $150/hr engineer and have him screwing in shelves rather than call in the $12/hr maintenance man?
I know the answer already. Your company thinks it is saving money by not having janitorial or secretarial staff and just have the engineers do all the menial cleaning and shelving tasks.
At the time of the incident with the screws, the guy was an intern...