The (very real) problems the author cites are problems with management, not story points. "Pressuring or coercing... Immediately discounting... Comparing and judging..." It doesn't matter what project management tool/technique is the object of these actions; the actions themselves are the problem.

I hesitate to play the "you're just using them wrong/misunderstanding them" card, but it's worth at least alluding to its existence. Like any other tool, story points are powerful and helpful in the hands of people who want to and know how to use them to improve things, and difficult or even destructive otherwise.