The author talks about having a clear bias for action (a great thing!) but in the process throws the baby out with the bathwater. Without collaboration you'll end up with silos, overconfident decision-makers, and all sorts of preventable production issues, all in the name of avoiding the dirty C word. How about following the approach of pragmatism and finding a solid middle ground that achieves the best results longterm? I suppose that doesn't tell a great story in company all-hands and corporate blog posts.
On the bias for action front, one trick a previous company implemented that worked wonders was stating (in Slack, meeting, whatever): "I'm planning to do X, any strong objections?". The strong objection part generally dissuaded most lazy bike shedding, especially if paired with "do you really feel strongly about it". Of course if people do, then you have a discussion, but most of the time it's a thumbs up and off you go.
I'm torn on this, probably because either extreme isn't an end all solution. Companies stuck in beauracracy need this advice. Companies stuck in tech debt need to avoid this. But as of now in tech, one of these are clearly rewarded more often, so I get why the article is made as such.
For the other extreme, the largest issue I've seen is integration. You make two different systems with no plan on how they integrate. Neither team really takes the time to make them talk properly. That's where some agreed upon architecture helps.
The culture of feedback has the infected your brain. The "strong objections" framing is just collaboration cosplaying as decisiveness. You're still waiting for permission, just with extra steps and passive-aggressive phrasing designed to shame people into silence. It's corporate theater. You've invented a mechanism that still makes one person wait on others, fragments their attention, and creates the expectation that decisions are collaborative by default.
Why not just: ship it, get feedback from actual usage, iterate.
First of all, just because you (or the author) call collaboration a bad thing doesn't make it so. Secondly, you seem to have misunderstood the process. The steps are: I will be shipping shortly, here is the direction I decided on because XYZ, if you want to react there is some limited amount of time to do so but those objections better be nontrivial. There is no waiting for permission, the path is set - yes, barring strong objections. Apparently you think it's best to leave those for after the fact, well, good luck with that.
On the bias for action front, one trick a previous company implemented that worked wonders was stating (in Slack, meeting, whatever): "I'm planning to do X, any strong objections?". The strong objection part generally dissuaded most lazy bike shedding, especially if paired with "do you really feel strongly about it". Of course if people do, then you have a discussion, but most of the time it's a thumbs up and off you go.