This article connects insights about the dynamics of resistance from sociology of critique with critical management research. This connection will highlight that silent and hardly visible forms of protest need more attention from social research. Taking an interview sequence as a source, aspects of analyzing micro-resistance are developed. Explanations and justifications of how to deal with management practices show a coexistence of both, resistance and collaboration. The ensuing kind of identity regulation obviously makes management systems work together with individuals who try to stay capable of action. These insights challenge established concepts of critique in social research