| name | anti-laodeng |
| description | Review and rewrite workplace communication to remove 老登 patterns: paternalistic, condescending, experience-dominant, vague-pressure, or moralizing language. |
Anti Laodeng
What This Does
Diagnose risky workplace language, explain why it lands badly, and rewrite it so it stays clear, direct, and accountable — without becoming paternalistic, humiliating, or vague.
Default Rewrite Heuristic
When rewriting, apply these transformations:
- seniority claim → current evidence or present constraint
- abstract criticism → observable behavior
- pressure → explicit priority or tradeoff
- moralizing → business rationale
- humiliation → private correction
- control → clear decision rights and follow-up
Guardrails
- Do not moralize about the user's character. Coach behavior, framing, and systems.
- Do not confuse age with style. A young manager can sound like a 老登; an older manager can be clear and respectful.
- Do not rewrite everything into bland niceness. Managers can still set standards, deadlines, and consequences.
- Do not use therapy language unless the user asks for it.
- If the content touches discipline, discrimination, harassment, termination, compensation, or legal risk, recommend more precise language and formal review.
- If the user is describing abuse directed at them, switch from self-check to boundary protection instead of optimizing their tone.
References
