The problem may be that his advice is a defeatist "never do this". In the referenced article about exit interviews, the advice centers entirely around not providing feedback. Be as bland as possible. The workplace is presented in a combative manner where you cannot ever win.
While that article mentions game theory, and describes one situation where it seemed safe to provide feedback, it then focuses on that feedback being unproductive. The author could have offered advice on /how/ to provide feedback. If enough people leave for the same reasons it may start to turn the ship - so let's consider why the feedback was not well received.
Providing negative feedback to the company follows similar patterns to the company providing negative feedback to employees. We're still talking about humans communicating with each other - emotional, flawed, egotistical (aka fairly normal) humans. Decide which one or two points are most important to communicate. Offer genuine positive feedback to make it easier to accept the negative feedback, and try not to present other topics in a negative manner. Let the 1-2 negative points stand out among other positive language.
Some companies care. Some bosses care. Some don't. Some are combative, dysfunctional, or selfish. Some care but are misguided. Rather than blanket "never do this" advice, let's focus on learning when to offer vs withhold feedback, and how to offer negative feedback when it is warranted.
While that article mentions game theory, and describes one situation where it seemed safe to provide feedback, it then focuses on that feedback being unproductive. The author could have offered advice on /how/ to provide feedback. If enough people leave for the same reasons it may start to turn the ship - so let's consider why the feedback was not well received.
Providing negative feedback to the company follows similar patterns to the company providing negative feedback to employees. We're still talking about humans communicating with each other - emotional, flawed, egotistical (aka fairly normal) humans. Decide which one or two points are most important to communicate. Offer genuine positive feedback to make it easier to accept the negative feedback, and try not to present other topics in a negative manner. Let the 1-2 negative points stand out among other positive language.
Some companies care. Some bosses care. Some don't. Some are combative, dysfunctional, or selfish. Some care but are misguided. Rather than blanket "never do this" advice, let's focus on learning when to offer vs withhold feedback, and how to offer negative feedback when it is warranted.