This essay and your last point really resonate with me. I've been surprised at the extent to which raising reasonable concerns, as a preventative or cautionary

This essay and your last point really resonate with me. I've been surprised at the extent to which raising reasonable concerns, as a preventative or cautionary exercise, becomes equated with sabotage by some. I can think of projects initiated by colleagues that I would not have started because of obvious issues, but that I was nevertheless supportive of because I felt they were worth trying ("I wouldn't do this because of X but if A wants to try I'm on board and will help because if it works it would be good"), that failed, and then I ended up salvaging and cleaning up, but then was accused of sabotaging it from the start. In my those situations, it was accompanied by many other operational and management problems. Specifically, failures of communication and certain persons' perspectives being allowed to drown out all others the further you went up the administrative hierarchy.