> He was the one doctor who dampened the unity with subtle but consistent complaining about why the group couldn’t do some things and shouldn’t do others. 1. S

> He was the one doctor who dampened the unity with subtle but consistent complaining about why the group couldn’t do some things and shouldn’t do others. 1. Saying why you shouldn't do something is not complaining. If done correctly, it helps you avoid really big errors. 2. Unity is often overrated. If a company is "united" in making poor business decisions that are bad for the long-term health of the company and this "brilliant" guy is being a "jerk" for suggesting they do something else. I find "unity" as a goal sounds really nice, but when that replaces actual discussion, you end up with a very dangerous organization susceptible to self-deception and self-harm that go full speed ahead because they're "united". I really don't like this advice at all. I think it might work for the smart guy who underperforms, but for the example the author quoted, I think this is terrible, terrible advice.