alt Hacker News> The corollary to that is a clever bureaucrat can kill a proposal simply by inviting many decision makers to a meeting.
Not particularly clever. My experience is that low-level team/line managers typically already have the authority to say "no" to their own people; but they don't want to take the blame for saying "no" (they want their team to like them!), so by punting the decision up the chain, they're effectively punting the blame for saying no up the chain (under the expectation that anything so punted will get a "no" response.)
Some this backfires, though: everyone above them says yes, and so they have to be the one to say no. (They may end up lying if asked, vaguely saying "someone important" said no.)
Sometimes this backfires badly: not only does everyone above them say yes, but someone somewhere up the chain loves the idea, and turns it into an "initiative" — i.e. something the line-level manager is now locked into doing.
> Sometimes this backfires badly: not only does everyone above them say yes, but someone somewhere up the chain loves the idea, and turns it into an "initiative" — i.e. something the line-level manager is now locked into doing.
I've seen a variant of this (repeatedly!) where a sales person will suggest the bronze/silver/gold/platinum edition of some product to a manager, the decision goes up the chain (unnecessarily), and then someone near the top says: "Platinum sounds the best!". Nobody dares take responsibility for suggesting "anything less than the best", so it gets locked in.
Meanwhile, the platinum edition exists only to make the silver and gold pricing look reasonable, so now... now... the consultant has to implement a solution based on the "bells & whistles edition" which takes 10x as long and has a bunch of issues. E.g.: "clustered" versus simply "active-passive" or weird nonstandard high bandwidth ports instead of ordinary Ethernet, etc.