If you reflect on it and decide that you can't let it go, try to arrange your possible actions in terms of escalating intensity. Many of the first steps have al

If you reflect on it and decide that you can't let it go, try to arrange your possible actions in terms of escalating intensity. Many of the first steps have already been suggested and the exact order of gravity will depend on your organization (e.g. going to manager may be more intense than mentioning in slack, depending on org culture), but roughly: 1) Raise privately in your direct line of authority ("I am uncomfortable with..."); 2) Build any possible consensus and raise publicly as a common issue ("We have noticed..."); 3) Skip a level of management and raise privately ("A few of us on different teams have noticed x and I thought you would be the person to bring it to"); 4) Don't comply. Then think about which is the least intense intervention which is likely to be effective. Try to reflect at every phase. Perhaps you decide that it's worth raising with your direct supervisor, but then not worth going any further. Also consider that order of operations matters and some actions will block you from using others later. A classic example is if you start with talking to supervisor (1), you will probably not ever be able to ignore the rule (4). Another is that starting with (3) could prevent (1), (2), and (4). Finally, try to determine and neutralize the underlying perceived need. I used to work at a place that had a 5pm all-staff every month. At some point I decided that management would be unlikely to move the meeting to within work hours, so I tried providing a written work progress update to my supervisor and skipping the meeting (4). I didn't call out sick or make an excuse, I just said "I can't make 5pm this month, here is a progress report." It worked perfectly, so I started doing it every month. This strategy would probably have failed if I hadn't predicted the objection and solved the management concern.