They are saying it's common to ask permission in cases where you shouldn't, because it's actually your job and you only want a bit of reassurance / to give advanced notice.
Maybe you haven't run across people who do that, but that is what the author is responding to.
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.
> ask them for permission
I humbly submit you're still glossing over this. This framing is subtle. There's a difference between getting a peer review from your boss and asking your boss for permission when you think you might need it. Trust your gut.
Compare that to situations where you just want peer review/re-assurance. I agree with you on those situations to just pull the trigger.