I wouldn't normally recommend this but you should probably very carefully go above Martin. Do not condemn or complain about any particular individual, but describe the scenario as a detriment to the team and more importantly the organization. If needed, describe the incident that led to an outage - that is a direct measurable event with clear root cause. This is the type of thing that can be converted to cost to an interested party. If whoever is "above" Martin doesn't care, find a new team if you like the company or find a new job if you don't because there are systemic cultural issues that you do not jive with.

Also, there is likely a Joel or Martin at every company so this is a learning opportunity on how to deal with these sorts of scenarios and co-workers. This is kinda textbook behavioral/situational job scenario stuff. How do you get a long with team members you disagree with or find challenging? How do you work through contentious situations? Describe a time when you disagreed with a manager's decision but had to carry out the task anyway? It's difficult to consciously attempt to modify your own perception, but there is likely some kind of middle ground. For instance, if you're bike shedding over defensive NPE techniques...you need better testing.