One for every management committee?
This list (via Euan) is frighteningly accurate in describing behaviors that are endemic in (too) many middle/senior managers in (most?) large corporations. Highly destructive (to innovation, transparency, ultimately profits) but effective tactics, especially as they are framed so as to make any dissenter seem too emotional (read: irresponsible). I’m certain anyone who has worked in a large organization, upon reading this list, has at least one or two people that appear instantly in their mind as flag bearers for this approach.
(1) Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
(2) Make “speeches.” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences. Never hesitate to make a few appropriate “patriotic” comments.
(3) When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committees as large as possible — never less than five.
(4) Bring up irrelevant issues as frequently as possible.
(5) Haggle over precise wordings of communications, minutes, resolutions.
(6) Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
(7) Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable” and avoid haste which might result in embarrassments or difficulties later on.
(8) Be worried about the propriety of any decision — raise the question of whether such action as is contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon.
And no, I’m not saying who I’m thinking about right now! 
