You are remembering that wrong. Why not re-read the part of the article you are talking about...
"When I first joined the project, I was just an artist. I became the project leader after only 3 months or so, by unanimous vote. The very first thing I did was try to understand why things weren’t working very well. I saw that when the project started there were people in charge – and those people became bottlenecks. It became more and more clear to me that those bottlenecks needed to be removed.
In a manager-centric team, every layer of management is technically a bottleneck, a pipe that all work must get through. In a global multi-time-zone environment, this effect is magnified many times over. It really didn’t take much to realize that having people in global locations struggling in vain to get in contact with someone because of timezone differences was a bad thing. Trying to organize who did what, what people were supposed to be doing… it was a logistical nightmare. If you are waiting on someone to tell you what to do or approve something, and they are never available when you need them, everything slows down drastically.
Only by removing bottlenecks and moving to more of a peer-review hierarchy where everyone chose what they worked on and everyone was able to give feedback to each other, did we finally begin to progress as a team. We had to focus on communicating to each other what work there was to do and what had already been done. But aside from that, everyone just did their own thing.
Before this, it was a nightmare of trying to manage everything and communicate across timezones…and it was hurting more than helping development. By allowing people to self-organize on the team, they naturally formed groups that were timezone-centric, and we gained a ton of efficiency and really started to make progress as a team.”
UnhingedMouse0
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