Should I shut up and get along with everyone else? Everyone at the company where I work seems to agree on everything. Meetings are just people nodding. When I raise questions or point out flaws in plans, I'm told I'm "not being a team player" or "bringing negativity." Last month I questioned whether our new product launch was ready—I had data showing quality issues. My boss said I was "creating obstacles." The product launched with exactly the problems I predicted. Nobody acknowledged I was right. I believe challenging ideas makes them stronger. But my "intellectual curiosity" is being framed as insubordination. Should I learn to shut up and go along, or keep pushing even if it damages my career? — The Only One Asking Why in Wichita
Career & Innovation Debate: Challenging convention. Diderot's radical questioning meets Shaw's strategic provocation.
"Should I shut up and get along with everyone else? Everyone at the company where I work seems to agree on everything. Meetings are just people nodding. When I raise questions or point out flaws in plans, I'm told I'm "not being a team player" or "bringing negativity." Last month I questioned whether our new product launch was ready—I had data showing quality issues. My boss said I was "creating obstacles." The product launched with exactly the problems I predicted. Nobody acknowledged I was right. I believe challenging ideas makes them stronger. But my "intellectual curiosity" is being framed as insubordination. Should I learn to shut up and go along, or keep pushing even if it damages my career? — The Only One Asking Why in Wichita" Denis Diderot, you've said "Question everything, especially what you think you know" — but I want specifics. Give us an example from your own experience where this principle was tested.
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