Collaboration can hinder productivity, especially in startups where the balance between feedback and action is often mishandled. The author uses a driving metaphor to illustrate this point. Having the right amount of feedback, akin to getting directions or recommendations for stops, is beneficial. However, excessive collaboration — like frequently changing drivers or seeking opinions from bystanders — slows progress and can derail projects. Many companies fall into this trap, losing sight of their goals due to unnecessary discussions and feedback loops. At PostHog, the emphasis is on high ownership and minimizing interference. Employees are expected to take initiative, whether that’s marketers coding or engineers making decisions across their domains. The culture of feedback, while well-intentioned, often leads to a paralysis of sorts; people hesitate to act decisively and lean towards discussions that dilute responsibility. The author points out that phrases like “let’s discuss” often replace actionable decisions, resulting in a loss of momentum. To combat excessive collaboration, the article suggests several strategies. Teams should prioritize shipping work over endless discussions. When collaboration arises, it’s essential to define clear roles and responsibilities, allowing a designated "driver" to make decisions. Feedback should come after a product has shipped, not before, to avoid turning the process into an approval cycle. While some collaboration is necessary, the key takeaway is that without conscious efforts to limit it, teams risk becoming bogged down, ultimately sacrificing speed and efficiency.