I agree directionally and appreciate your effort. I might just be misunderstanding and wrong, which forgive me if you feel like that's the case.

I just don't find the author's point consistent or nuanced about when to apply this (e.g., the size of the changes, the interface with your manager, the supervision/trust relationship).

Look at the closing sentence of the article.

"Offering a chance for feedback" when you're confident that "you don't need feedback" is weird. This is like some paradox. And doesn't match the phrasing of his initial example. This is bad advice that is way overdoing it.

> Again, pursue this approach [...] when you want to offer a chance for feedback, but you are confident enough in the course of action that you don’t need feedback.