You have assembled your project team, and as luck would have it, you added every person to your team that you wanted. Your team has a diverse set of skills, and each member has at least one skill that another doesn't have

This is why you chose each one; otherwise you couldn't hope to deliver the project. What is wrong with segmenting the team in terms of their specific duties?

The text identifies three issues with assigning each member a small, discrete task but no sense of how that activity contributes to the overall project development effort. First, the project team is the manager's best source for troubleshooting problems, both potential and actual. If the team is kept in the dark, members who could potentially help with the smooth development of the project through participating in other aspects of the installation are not able to contribute in helpful ways. Second, team members know and resent it when they are being kept in the dark about various features of the project on which they are working. Finally, from a "firefighting" perspective, it simply makes good sense for team leaders to keep their people abreast of the status of the project. The more time spent defining goals and clarifying roles in the initial stages of the team's development, the less time will be needed to resolve problems and adjudicate disputes down the road.