Byzantine Labyrinth
During the birth and growth of dysfunctional CCHs, here is what happens:
- silos form and harden,
- a bewildering array of narrow specialist roles get continuously defined,
- layers of self-important and entitled RAPPERS emerge, and
- a byzantine labyrinth of processes and procedures are created by those in charge.
This not only happens under the “watchful eyes” of the head shed, but incredibly, those inside the shed-of-privilege are the chief proponents and instigators of all the added crap that slows down and frustrates the DICforce. Peter Drucker nailed it when he opined:
Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done – Peter Drucker
On the other hand, T.S. Eliot also pegged it with:
“Half of the harm that is done in this world is due to people who want to feel important. They do not mean to do harm… They are absorbed in the endless struggle to think well of themselves.” – T. S. Eliot
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Bulldozer00's Blog 
The need for control and thinking that the control is good is what causes this. This is a bureaucratic thing that effects not only business but governments too. A simple example is how pages of requirements are applied by the government is purchasing a simple device. The original requirements were set up to make sure the government didn’t waste taxpayers money. Over the years more requirements were added on to refine that until it forces the cost up way above the average price payed.
It affects all institutitions > 4 people: for profit, non-profit, charities, governments.