This article, and especially point 2 (Fear and silence) is a great rebuttal against the flaw of the Radical Candor/Manipulative Insincerity framework; which con

This article, and especially point 2 (Fear and silence) is a great rebuttal against the flaw of the Radical Candor/Manipulative Insincerity framework; which considers apathy towards issues in the workplace as tantamount to being manipulative without considering why people resort to this behavior in the first place. It is not easy for an single employee to change deeply embedded negative organizational behaviors, and therefore it is better for the employee to work with the goal of reward maximization (through a focus on total compensation and hitting numbers) and feigning ignorance or not bothering to report issues that cross ethical lines, which may backfire and cause trouble for the employee (constructive dismissal, smear campaigns, lawsuits etc.)