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.