> It really depends on the culture of your organisation and how effective management is. If there is nobody that can act like this at your org it shows that your leadership team suffers from failure to delegate.

I think it's more than just that - upthread I posted that I used this technique for over a decade against a difficult party.

This approach is, briefly, for CYA: It's for when you are in the following situation:

You have to do something and will be punished if you don't, but a stakeholder is being difficult and/or hostile. They can delay you or outright sabotage you just by silence and/or bike-shedding.

Thanks. Made things a lot more clearer. It seemed that my natural response reading the article was to use such approach everytime no matter what & some people in the comments also said that they use this approach everytime.

This is such a helpful way of viewing it. I have a principal at work that will comment on things to delay or slow down, and then never revisit after their comments are addressed.