Earlier quoted context omitted.
But that is also fairly easily mitigated with methodologies like Scrum where you are frequently touching base with other team members. Seriously, FUCK THAT SCRUM SHIT . A daily status meeting isn't that bad, but "you can only work on it if it's in the backlog" and "sprints" and backlog grooming meetings and this brand of aggressive micromanagement that has revived itself in the name of "Agile"... all of that nonsense…
I actually believe that Scrum is a way to avoid micromanagement. There's no way of getting around the fact that the people who pay you want to see steady progress toward the thing they're paying you to do. One 15-minute meeting each morning to assuage that concern is a reasonable solution to me.
Status reporting, if the overhead is around 3% (e.g. 15 minutes per day, or a one-hour weekly meeting) isn't so bad. I think it's actually good if it defuses the suspicions ("what does he do?") that, unchecked, can devolve into political behavior.
Scrum involves a lot more, like user stories and an explicit disallowance of working on things not in the backlog. By the book, you have to leave written records of what you did in insulting detail. It's horrible stuff. But I agree: 15 minutes per day for an all-team status meeting isn't that bad, and can be better than the alternative if that alternative is a culture of suspicion and resentment.