I think it may be your sincere ambivalence that makes your article so great.
Also, unfortunately, I can assure you that your astute perception is exactly how (some parts of) the world works, especially at senior executive levels. There are complex, interlocking systems of “make me look good - take down that guy - do what’s good for us, not what’s good for the company” that can make this mentality legitimately powerful. At the C-level, correct but slightly misphrased statements can create a fired-in-90-days failure (literally the difference between “but” and “yes, and”). It’s _insane_.
