I beg you to follow Crocker's Rules, even if you will be rude to me

I find it funny that the post promotes stripping useless information and yet a ton of the most useful information in those examples is placed in the skippable part.

Your coworkers are under too high a load, documentation is faulty, chain of communication is breaking down, your coworker lacks expertise in something.

All of those are calls to action!!

And no, you can’t tell the other person to “just communicate if it’s actionable” because they might not realise it. There’s lack of seniority, there’s tunnel vision…

> but an interruption can be a lot less disruptive compared to getting nerd sniped.

Theoretically yes. Practically, folks who avoid small talk deliberately usually have enough awareness to not interrupt unless they need your time. But yes, directness without judgment is bad.

Ironically, the author fails to apply that judgment themselves and wastes a ton of words on unnecessary and/or bad examples.

And, more importantly, they miss the core point of Crocker's rule: Invoking it doesn't mean you get to tell other people how to communicate. You just tell them they're not responsible for your emotional/mental state.

If those extra details upset OP, maybe they lack the maturity to invoke that rule.

"seems to be causing" is also an excellent alternative to "it looks like" that doesn't hinge on visual-sensory primacy, and tends to translate slightly less ambiguously across language-familiarity boundaries due to 'seems' having more precise meaning re: uncertainty than 'looks', 'feels', 'sounds'. Or you could abbreviate to "could be" / "may be" / "might be" (non-high certainty), "is probably" (high certainty) if that sort of nuance is your thing. Noteworthy point: it is neurotypical to treat "is" as 100% certain rather than 99.9% certain when someone says it confidently, but as 80% certain rather than 99.9% certain when someone says it uncertainly, based solely on non-verbal nuance; this can be infuriating and I tend to recommend saying "I am certain" at 99.9% in combination with courteous handling of the slight but eternal possibility of being wrong.

"Let me know how I can help" should not be taken for granted as a thing to be offered, though. Some teams have very strict divisions of labor. Some workers (especially anyone whose duties are 'monitor and report' rather than 'creatively solve') are not overtime-exempt and cannot volunteer their time. Some workers (especially anyone who's reached a high-capability tech position from the ground up) are flooded with opportunities to do less of their own job and more of everyone else's and must not preemptively offer their time to an open-ended offer of 'help'. A more focused phrase such as "Let me know if you have questions, need more evidence, etc." provides a layer of defense against that without implicitly denying assistance for help if requested.

"Thanks!" is one of the most mocked request-terminators I've seen in twenty years of business. It is widely abused as "have fun storming the castle, i'm out micdrop" rather than as a sincere expression of gratitude that contains any actual statement of why you're grateful. "Thank you for doing the job the company paid you to do" sounds ridiculous when you say it out loud, even to neurotypicals. Tell people thank you with more than one word if you mean it, and tell them what you're thanking them for, and consider thanking them for what they did rather than lobbing it like a grenade strapped to a problem. If you hand them a problem and they say "got it, I'll look into it", saying "Thanks." to that is completely fine; it serves the exact purpose of courtesy described, and also doubles as a positive-handoff "your plane" reply concluding the problem handoff, so that you can safely mark it as delegated, they can safely assume you didn't miss their message and are continuing to work it, etc.

I expect it's a bit of both.

I can't speak for other parts of the world, but in the US, it's not uncommon for people to walk on eggshells while reporting information to coworkers (and especially managers) because there's absolutely a large cohort who will shoot the messenger. Crocker's Rules are undoubtedly a reaction to the extreme whereby managers in particular fail to receive receive crucial information because their reports are too afraid to pass it along.

In other words, people fail to communicate out of fear born from an assumption on how the person they're communicating with will react. The original quote would have you ignore your own fear and hand over the information, while your modified version would indirectly address your fear by refusing to take responsibility for how the recipient might feel. Whichever way you go with it, you're largely accomplishing the same thing.

Directness can be taken to imply trustworthiness, as the author seems to be doing. But it can just as easily be taken as a sign of ineptitude, technical-mindedness, boorishness, courage, immaturity, confidence, impatience, or a dozen other attributes depending on context and participants.

For that reason, reading this is like reading a blog on poker strategies from someone who is only vaguely aware there are different suits in the deck. It's of course fine to ask others to play as if all the cards are diamonds, which is what I take this as. But the way it is written does strongly imply the author has a hard time imagining what the other suits could be for, or how an awareness of them could change their perception of card games.

Honestly, it's refreshing to imagine the lack of "suits" in this sense-- e.g., spending the day with a group of people who not only all claim to couple directness with trustworthiness, but who all earnestly deliver on that claim. I also get the sense that the author is probably not "sticky" in their judgments of others-- perhaps they'd initially judge me as inconsiderate for using niceties but quickly redefine me as trustworthy once I stopped using them.

I would like to know from the author: in the real world, are you aware of the risks of directness without a priori trust or full knowledge of someone else's internal state? I mean, for every one of you, there are probably several dozen people who claim to want unadorned directness but (perhaps unwittingly) end up resenting what they ultimately take as personal, hurtful criticism. And some number of them (again, perhaps unwittingly) retaliate in one way or another. And I haven't even delved into the social hierarchy of jobs-- it's a mess out there!