Most public servants have to attend numerous meetings that only involve members of their own Division, Branch or Section. It is essential to have as many of these meetings as possible so that the business of government can run suitably slowly. There will usually be at least one of each of these meetings in every month; however, experienced public servants can usually schedule at least two section meetings each month, if not weekly section meetings. The longer these meetings can go for, the better, as this takes people away from communications with the outside world and gives them less time to work on their projects.
Such meetings are superficially for the purpose of making sure that people know what is going within the Division, Section or Branch. This is potentially dangerous if taken seriously, as you really don’t want people to know what you are, or are not, working on. However, a good public servant can use them achieve exactly the opposite. When you do have to speak, make sure your skills are such that you can talk for at least ten minutes without telling anyone anything they don’t already know. If you are a beginner and not confident in your ability in this area, it is best just to say that everything is on track. Then you can sit back and watch the masters work their magic. If these meetings are run well, they can last for up to half a day and end being an endurance test for all involved. Below are some tips to help extend the life of these meetings as much as possible.
A good internal meeting should be dreaded by everyone involved who does not see it as an opportunity for procrastination and obstruction. Those sincere and proactive government employees who feel an urge to ‘make things happen’ need to be ground down and reduced quivering messes as soon as possible.
Let everybody have a say
There are loads of people in government, and the corporate world, who love the sound of their own voice and who will be happy to crap on to anyone who will listen. It is important to let these people have an agenda item, as this will fill everyone else with dread even before the meeting has begun. In addition to this, there are large numbers of extremely insecure people who feel that when they have the chance to speak about their project, they need to explain everything that has happened, will happened, and is likely to happen. And I mean everything. These people could test the patience of the Dalai Lama. When this happens every month, it turns a meeting into a sort of ‘show and tell’ session, similar to what used to happen when you were at primary school.
Organise a presentation
Having an external person coming in to give a presentation at the end of the meeting will add to the endurance required to successfully survive an internal meeting. Find an ‘expert’ in a field (preferably a boffin) who wants to come and talk about their project. This is apparently an attempt to broaden the knowledge of those present; however, what it really does is raise levels of boredom to almost painful levels as the expert gets into the practical details of their project. They do their best to explain the mysteries of their research to people who have no interest, don’t give a shit, and basically, would rather subject themselves to physical torture rather than listen to the drivel that is occurring.
Ask a question that you know will result in a long and confusing response
Where, despite your efforts, it appears that a meeting is running too smoothly, you should have some back-up plans ready. One of the best ones of these is to have some questions prepared for those people you know like to hear the sound of their own voice., or are insecure enough not to be satisfied until they have told you everything they think you might, possibly, want to know. This takes the responsibility of extending the meeting away from you, and on to the responder. If you do this before it is your turn to speak you can take valuable time up, increase people’s levels of boredom, and so further reduce the amount of attention they are likely to pay to your own long and rambling explanation of the status of your projects.
Spread confusion
This is something that you will be able to do with more effectiveness, the higher up the ladder you reach within government. For instance, if you have become a Branch Manager you will be able to use branch meetings to hold the floor, using your time and influence to talk about business planning matters, accommodation issues, and bore people with what you heard at the Divisional Manager’s Meeting. This is where the Director telling you what happened at the Corporate Executive Meeting earlier on that week, in turn, bored you. Most of what you have to say will be of very little relevance to most of the staff and will be repetition for your Section Manager’s, who you have already met with. Talking about the problems being wrestled with by senior management will also give you the opportunity to let incomplete information out that can then be taken out of context, providing fodder for all the Drama Queens, who can then go out and start their campaigns to spread tension and innuendo.
Chair the meeting
Where possible, see if you can have a go at chairing meetings. This puts you in control of the agenda and timelines, and can let you practice your procrastination and obstruction methods on internal employees before you take them out to use on external clients. A good Chair will be able to give the most boring and tedious people the longest opportunity to speak, and while this can be a trial for the Chair, it is essential practice for when you get to positions of seniority. It also gives you the chance to see how long you can make the tortuous meeting last (keep a record and try to beat it the next time you take charge). One last point is that you can ensure that those annoying and enthusiastic staff members that cause so much trouble for everyone else by ignoring the five paradigms, all have an agenda item and therefore have to come along. You will be able to take great joy from the grimaces and tortured looks on their faces as they contemplate the next couple of hours of unmitigated boredom.
Showing posts with label satire. Show all posts
Showing posts with label satire. Show all posts
Thursday, November 26, 2009
Tuesday, November 24, 2009
You Can't Polish A Turd
You can’t polish a turd! This is an old saying that anybody considering a career in government should familiarise themselves with. Don’t misunderstand me, the public service is a fine occupation for the young person wondering what to do with their lives, and wondering how best they may be able to serve their fellow human-beings. However, some things, like turds, are simply not capable of being polished, or made to look or smell any better than they already do, however bad that may be. This is a fine metaphor to use when talking about government process.
There are systems in place that have been there for years that really stink. Even a cursory glance will reveal that they work about as well as a rusted old museum exhibit. But, and this is the crucial point for any person wishing to work in government, it is futile to try and clean them up or make them run more smoothly. Many a poor, delusional individual has brought out the oil and the rust remover, confident that they can clean it up, and then transform it into a gleaming, well oiled example of modern mechanical engineering. They usually end up wandering the corridors muttering to themselves in corners, occasionally bursting into tears, and looking that like the weight of the world has been dropped upon their shoulders. One look at the government machine shows that it is still there clanking along, still covered in rust, still looking like the hundred-year old dinosaur that it is. It also sucks out part of the personality of anyone who tries to tamper with it, leaving them chained to it, unable to escape from its dark clutches. This is the fate of those who do not heed the information in this book. They will end up with their soul trapped within the machinery of government, unable to improve it, and unable to escape to another job. You don’t want to end up like this.
Changing how government works is like trying to stop the tide coming in. The machine will suck you in, chew you up, and spit you out. As long as you understand this, you are well on your way to a successful and rewarding career. This book will provide you with the necessary arsenal of weapons that will enable you to establish a position, defend it, and gradually increase your area of influence within the system.
You will learn, among other things, about the five paradigms of government, the people you will need to deal with on a daily basis and the mysteries of dealing with boards and senior bureaucrats. In addition to this there will be tips on how to enjoy your day within such an environment, some helpful little mantras to keep your motivation going on those dull days, and also some valuable information on the effective use of jargon.
This book will be of use to public servants, those dealing with the public service, and members of the public who are interested in how the wheels of government turn (and why they turn so slowly). It will cast a light upon the dark corners of government that are rarely exposed to public view, and reveal the common tactics that public servants can use to procrastinate and delay making any decisions. It will also show aspiring public servants what sort of skills they need to rise through the ranks of government.
So, if you are considering a career in the public service, or have recently embarked on such a career, this is the book for you; its principles apply to all levels of government. If you think that you may soon need to apply to the government for an approval of some description, then this is also the book for you. If you are merely an interested spectator and wish to know how your taxes are spent, then this is the site for you.
There are systems in place that have been there for years that really stink. Even a cursory glance will reveal that they work about as well as a rusted old museum exhibit. But, and this is the crucial point for any person wishing to work in government, it is futile to try and clean them up or make them run more smoothly. Many a poor, delusional individual has brought out the oil and the rust remover, confident that they can clean it up, and then transform it into a gleaming, well oiled example of modern mechanical engineering. They usually end up wandering the corridors muttering to themselves in corners, occasionally bursting into tears, and looking that like the weight of the world has been dropped upon their shoulders. One look at the government machine shows that it is still there clanking along, still covered in rust, still looking like the hundred-year old dinosaur that it is. It also sucks out part of the personality of anyone who tries to tamper with it, leaving them chained to it, unable to escape from its dark clutches. This is the fate of those who do not heed the information in this book. They will end up with their soul trapped within the machinery of government, unable to improve it, and unable to escape to another job. You don’t want to end up like this.
Changing how government works is like trying to stop the tide coming in. The machine will suck you in, chew you up, and spit you out. As long as you understand this, you are well on your way to a successful and rewarding career. This book will provide you with the necessary arsenal of weapons that will enable you to establish a position, defend it, and gradually increase your area of influence within the system.
You will learn, among other things, about the five paradigms of government, the people you will need to deal with on a daily basis and the mysteries of dealing with boards and senior bureaucrats. In addition to this there will be tips on how to enjoy your day within such an environment, some helpful little mantras to keep your motivation going on those dull days, and also some valuable information on the effective use of jargon.
This book will be of use to public servants, those dealing with the public service, and members of the public who are interested in how the wheels of government turn (and why they turn so slowly). It will cast a light upon the dark corners of government that are rarely exposed to public view, and reveal the common tactics that public servants can use to procrastinate and delay making any decisions. It will also show aspiring public servants what sort of skills they need to rise through the ranks of government.
So, if you are considering a career in the public service, or have recently embarked on such a career, this is the book for you; its principles apply to all levels of government. If you think that you may soon need to apply to the government for an approval of some description, then this is also the book for you. If you are merely an interested spectator and wish to know how your taxes are spent, then this is the site for you.
Wednesday, February 11, 2009
Dark Matter and how it influences bureaucracy
I have spent many years researching bureaucracy and recently came across some interesting research. It provides significant insights into this administrative phenomenon and may go a long way to explaining its source. To explain this, we need to look at the current search for dark matter and how it relates to gravity.
Addressing the long held notion that visible matter only makes up a fraction of the weight of the universe, Dr Paul de Oddorwan and his team of researchers at Noncomprendia University, believe they have discovered where some of this dark matter lies.
Dr Oddorwan and his current PhD candidate, Grant Spender, have spent many years trying to track down dark matter, and how it might relate to gravitational anomalies. They believe they have proven that, not only can dark matter be the cause of such anomalies, but that it also drawn to situations where there is already significant gravity.
Through a combination of empirical analysis and experimentation, they have found that the gravity of situations is exponentially increased by the presence of a type of dark matter, which they have called dim matter. When there is too much dim matter present, the gravity of some situations can get to the point of implosion, or explosion, depending on the nature of the matter at hand.
When they examined dim matter in detail, they found it to be an isotope of the recently discovered element, yet to be formally named, currently called Ununbium. This element has a half life of approximately 280 milliseconds (almost equal to the life of a good idea in government); however, work by Grant Spender has shown that the structure can be changed to make it more stable – in the short term. This isotope has one extra electron and has been named Bureaucrium.
The normal structure of Ununbium is 165 neutrons and 112 each of protons and electrons, giving it an atomic mass of 277. Usually in and out of existence in the blink of an eye, this element’s negatively charged electrons can, in some instances, start attracting a new type of particle – the positively energized moron. These morons, while never being part of the bureaucrium, cause the element to become incredibly reactive until enough of them have been attracted and it then becomes inert, overwhelmed by the numbers that prevent any light being shed by the bureaucrium.
Once the inert stage has been reached morons are repelled, however this does not appear to stop increasing numbers of morons wanting to attach themselves. These excess morons then hang in a cloud around any situation of gravity that they can find, awaiting the opportunity to latch on. They then travel around in ever decreasing circles until they crash into the nucleus, at which point they can cause an explosion. Positively energized morons have been shown to add no weight to any situation, and in fact consist mainly of a vacuum with very little substance. However, the sheer number of morons that are attracted to situations of significant gravity eventually leads to increased mass and instability.
However, this was only half of the story. They then needed to find out where the dim matter (and all the additional morons) came from. By studying situations of significant gravity, they soon realised that there were carriers of dim matter that, when added to a situation, dangerously increased the gravity. Drama Queens have been identified as the major carriers, but politicians, bureaucrats and fanatics of all sorts are also carriers. They then had to track where this dim matter was picked up by the carriers.
One theory that the team are following up is that there is a huge black hole composed of dim matter within each of the parliaments around the world and that these are major attractors of drama queens, and other carriers, to those institutions. These carriers then go and spread gravity to situations throughout their country, often taking morons with them. Dim matter also appears to replace grey matter in carriers.
Once bureaucrium had been characterized, the search for more of the morons was on. It has since been proven that there are indeed large numbers of positively energized morons in governments and all major bureaucracies throughout the world. They add extended life to bureaucrium and have been attracting increasing numbers of similar morons to these institutions.
So, the dark matter that resides in bureaucracies is really dim matter that symbiotically reacts with many, many morons that travel around in ever-decreasing circles.
Addressing the long held notion that visible matter only makes up a fraction of the weight of the universe, Dr Paul de Oddorwan and his team of researchers at Noncomprendia University, believe they have discovered where some of this dark matter lies.
Dr Oddorwan and his current PhD candidate, Grant Spender, have spent many years trying to track down dark matter, and how it might relate to gravitational anomalies. They believe they have proven that, not only can dark matter be the cause of such anomalies, but that it also drawn to situations where there is already significant gravity.
Through a combination of empirical analysis and experimentation, they have found that the gravity of situations is exponentially increased by the presence of a type of dark matter, which they have called dim matter. When there is too much dim matter present, the gravity of some situations can get to the point of implosion, or explosion, depending on the nature of the matter at hand.
When they examined dim matter in detail, they found it to be an isotope of the recently discovered element, yet to be formally named, currently called Ununbium. This element has a half life of approximately 280 milliseconds (almost equal to the life of a good idea in government); however, work by Grant Spender has shown that the structure can be changed to make it more stable – in the short term. This isotope has one extra electron and has been named Bureaucrium.
The normal structure of Ununbium is 165 neutrons and 112 each of protons and electrons, giving it an atomic mass of 277. Usually in and out of existence in the blink of an eye, this element’s negatively charged electrons can, in some instances, start attracting a new type of particle – the positively energized moron. These morons, while never being part of the bureaucrium, cause the element to become incredibly reactive until enough of them have been attracted and it then becomes inert, overwhelmed by the numbers that prevent any light being shed by the bureaucrium.
Once the inert stage has been reached morons are repelled, however this does not appear to stop increasing numbers of morons wanting to attach themselves. These excess morons then hang in a cloud around any situation of gravity that they can find, awaiting the opportunity to latch on. They then travel around in ever decreasing circles until they crash into the nucleus, at which point they can cause an explosion. Positively energized morons have been shown to add no weight to any situation, and in fact consist mainly of a vacuum with very little substance. However, the sheer number of morons that are attracted to situations of significant gravity eventually leads to increased mass and instability.
However, this was only half of the story. They then needed to find out where the dim matter (and all the additional morons) came from. By studying situations of significant gravity, they soon realised that there were carriers of dim matter that, when added to a situation, dangerously increased the gravity. Drama Queens have been identified as the major carriers, but politicians, bureaucrats and fanatics of all sorts are also carriers. They then had to track where this dim matter was picked up by the carriers.
One theory that the team are following up is that there is a huge black hole composed of dim matter within each of the parliaments around the world and that these are major attractors of drama queens, and other carriers, to those institutions. These carriers then go and spread gravity to situations throughout their country, often taking morons with them. Dim matter also appears to replace grey matter in carriers.
Once bureaucrium had been characterized, the search for more of the morons was on. It has since been proven that there are indeed large numbers of positively energized morons in governments and all major bureaucracies throughout the world. They add extended life to bureaucrium and have been attracting increasing numbers of similar morons to these institutions.
So, the dark matter that resides in bureaucracies is really dim matter that symbiotically reacts with many, many morons that travel around in ever-decreasing circles.
Monday, August 25, 2008
Great Government Philosophers
Many great thinkers have spent years studying government and how it should work. These individuals are often overlooked, but they provide important insights into how bureaucratic systems work. As far back as the classical civilisations of Rome, Greece and China, we can find the origins from which modern government has grown. There are four little-known philosophers from this period who have provided great guidance to government over the last two millennia. These are Obstrucius, Burocrates, Futilius and Dillayus.
Obstrucius – The first and greatest
Not many people have heard of the great philosopher Obstrucius. He lived from 550 BC to 470BC in a time when China was still fragmented. He is an often forgotten philosopher who had many ideas about how governments should be run. The view that he eventually came to was that every employee within a bureaucracy could probably use the same advice. Unfortunately his guide for bureaucrats is now lost, but some of his quotes remain. The list is extremely lengthy, however I have included a selection of some of the more pertinent ones that the new government employee should become familiar with. There is no record of the death of Obstrucius and it is widely rumoured that he is immortal and continues to run governments all over the world.
By three methods may we run government: First, by obstruction, which is noblest; second, by procrastination, which is easiest; and third by out-sourcing, which is dearest.
To be able to practice the five paradigms everywhere in government constitutes perfect virtue: delay decisions, cover one’s arse, show no initiative, don’t communicate and remain anonymous.
He who speaks without jargon will find it difficult to achieve promotion in government.
The will to confuse, the desire to delay, the urge to reach complete anonymity…these are the keys that will unlock the door to public service excellence.
A public servant who commits a mistake and doesn’t correct it should follow government paradigm number two.
Burocrates – The Greek perspective
The pre-eminent Greek philosopher was Burocrates. Born in 450 BC, Burocrates studied early democracy and saw government in a holistic manner. He regarded it as a form of art, and viewed public servants as artists whose job was to provide aesthetically pleasing processes and outcomes in a manner that was not rushed by the mere inconvenience of time. He was a contemporary of Socrates, and it is rumoured that these two philosophers spent many hours discussing the relative merits of democracy and royal rule over large amounts of wine. He met his death in 385 BC when he found himself in an argument with another contemporary, Aristophanes, who accused him of having all the characteristics of a the popular politicians he studied: a horrible voice, bad breeding, and a vulgar manner. During the quarrel they both died when their brains dribbled out of their ears due to the banality of their arguments. Unfortunately Burocrates is not widely known and few, if any, academics have seriously studied his work. However, he leaves us with some notable quotes including:
The pure art of government should be unsullied by the ticking of the clock or the pen of the accountant.
Where the path appears straight and without danger, extra care should be taken and your pace slowed.
A quick decision is like a premature ejaculation. It deprives the bureaucrat of respect and leaves him feeling unsatisfied.
The vote is a precious thing, its value priceless. Never have so many people been kept happy by such a futile act.
Let a politician announce decisions and keep him happy for a day. Let a politician think he made the decisions, and keep him happy for a whole term of government.
Futilius - The study of committees.
Ancient Rome had a philosopher who made a career out of investigating the bureaucratic process of committees – Futilius. Futilius carried out his work in the time of Lucius Cornelius Sulla, Gaius Julius Caesar and Augustus and studied the public service of the day. He was born in Rome in 99BC and died shortly after Julius Caesar in 40 BC only three weeks after he was himself asked to chair a committee as he seemed to know so much about it. He decided to put his theories to the test and was brutally stabbed to death by the committee’s executive officer, who insisted that he had done the world a favour. As with Burocrates, he developed a great deal of advice that has stood the test of time, but received little recognition for his work. Five of his best known quotes are included below.
Chairs should every night call themselves to an account; What decision have they delayed today? What proposals opposed? What innovation resisted? What public servant frustrated ? Other people’s projects will abort of themselves if they be brought every day to this account.Be extremely vague, even to the point of deferral. Be extremely mysterious, even to the point of confusion. Thereby you can be the director of the public servant’s demise into insanity.
All public servants servicing the Board pass through three stages. First, they are ridiculed. Second, they are violently opposed. Third, it is accepted that they are too difficult to change and they are ignored.
All Board meetings are based on procrastination. There is no place where the brakes are not applied. Offer the public servants hope to lure them in, and then trap them in a cage of frustration.
Where no policy exists, ask for a new one; where a policy exists, ask for a new one; where there is no need for a policy, insist on a new one.
Dillayus – Out of the shadow of Futilius
At the same time that Nero was striding through the corridors of Rome, Dillayus was contemplating the complex area of government decision-making. He was born in Rome in 5 AD and grew up reading much of the work of Futilius. He identified areas that Futilius had not spent much time researching and ended up specialising in the study of emergency situations where decisions appeared imminent. He is perhaps not as well known as Futilius, and might not have had the same standing, however he did produce a large body of work that remains relevant. He died in 64 AD after being in trapped in the great fire that swept Rome after finding himself distracted by Nero’s fiddle playing and unable to decide on the best course of action until it was too late. His gems of wisdom include:
When in doubt, employ an outside expert to review all information.
The pure joy of procrastination is unrivalled by other experience in government.
When all other means of obstruction have been exhausted, all that is left is public consultation, the mother of all delaying tactics.
There is never enough information to make a decision. Those who disagree are not in possession of all the facts.
When all is lost and a decision is inevitable, take solace in the fact that you did everything possible to prevent it.
Obstrucius – The first and greatest
Not many people have heard of the great philosopher Obstrucius. He lived from 550 BC to 470BC in a time when China was still fragmented. He is an often forgotten philosopher who had many ideas about how governments should be run. The view that he eventually came to was that every employee within a bureaucracy could probably use the same advice. Unfortunately his guide for bureaucrats is now lost, but some of his quotes remain. The list is extremely lengthy, however I have included a selection of some of the more pertinent ones that the new government employee should become familiar with. There is no record of the death of Obstrucius and it is widely rumoured that he is immortal and continues to run governments all over the world.
By three methods may we run government: First, by obstruction, which is noblest; second, by procrastination, which is easiest; and third by out-sourcing, which is dearest.
To be able to practice the five paradigms everywhere in government constitutes perfect virtue: delay decisions, cover one’s arse, show no initiative, don’t communicate and remain anonymous.
He who speaks without jargon will find it difficult to achieve promotion in government.
The will to confuse, the desire to delay, the urge to reach complete anonymity…these are the keys that will unlock the door to public service excellence.
A public servant who commits a mistake and doesn’t correct it should follow government paradigm number two.
Burocrates – The Greek perspective
The pre-eminent Greek philosopher was Burocrates. Born in 450 BC, Burocrates studied early democracy and saw government in a holistic manner. He regarded it as a form of art, and viewed public servants as artists whose job was to provide aesthetically pleasing processes and outcomes in a manner that was not rushed by the mere inconvenience of time. He was a contemporary of Socrates, and it is rumoured that these two philosophers spent many hours discussing the relative merits of democracy and royal rule over large amounts of wine. He met his death in 385 BC when he found himself in an argument with another contemporary, Aristophanes, who accused him of having all the characteristics of a the popular politicians he studied: a horrible voice, bad breeding, and a vulgar manner. During the quarrel they both died when their brains dribbled out of their ears due to the banality of their arguments. Unfortunately Burocrates is not widely known and few, if any, academics have seriously studied his work. However, he leaves us with some notable quotes including:
The pure art of government should be unsullied by the ticking of the clock or the pen of the accountant.
Where the path appears straight and without danger, extra care should be taken and your pace slowed.
A quick decision is like a premature ejaculation. It deprives the bureaucrat of respect and leaves him feeling unsatisfied.
The vote is a precious thing, its value priceless. Never have so many people been kept happy by such a futile act.
Let a politician announce decisions and keep him happy for a day. Let a politician think he made the decisions, and keep him happy for a whole term of government.
Futilius - The study of committees.
Ancient Rome had a philosopher who made a career out of investigating the bureaucratic process of committees – Futilius. Futilius carried out his work in the time of Lucius Cornelius Sulla, Gaius Julius Caesar and Augustus and studied the public service of the day. He was born in Rome in 99BC and died shortly after Julius Caesar in 40 BC only three weeks after he was himself asked to chair a committee as he seemed to know so much about it. He decided to put his theories to the test and was brutally stabbed to death by the committee’s executive officer, who insisted that he had done the world a favour. As with Burocrates, he developed a great deal of advice that has stood the test of time, but received little recognition for his work. Five of his best known quotes are included below.
Chairs should every night call themselves to an account; What decision have they delayed today? What proposals opposed? What innovation resisted? What public servant frustrated ? Other people’s projects will abort of themselves if they be brought every day to this account.Be extremely vague, even to the point of deferral. Be extremely mysterious, even to the point of confusion. Thereby you can be the director of the public servant’s demise into insanity.
All public servants servicing the Board pass through three stages. First, they are ridiculed. Second, they are violently opposed. Third, it is accepted that they are too difficult to change and they are ignored.
All Board meetings are based on procrastination. There is no place where the brakes are not applied. Offer the public servants hope to lure them in, and then trap them in a cage of frustration.
Where no policy exists, ask for a new one; where a policy exists, ask for a new one; where there is no need for a policy, insist on a new one.
Dillayus – Out of the shadow of Futilius
At the same time that Nero was striding through the corridors of Rome, Dillayus was contemplating the complex area of government decision-making. He was born in Rome in 5 AD and grew up reading much of the work of Futilius. He identified areas that Futilius had not spent much time researching and ended up specialising in the study of emergency situations where decisions appeared imminent. He is perhaps not as well known as Futilius, and might not have had the same standing, however he did produce a large body of work that remains relevant. He died in 64 AD after being in trapped in the great fire that swept Rome after finding himself distracted by Nero’s fiddle playing and unable to decide on the best course of action until it was too late. His gems of wisdom include:
When in doubt, employ an outside expert to review all information.
The pure joy of procrastination is unrivalled by other experience in government.
When all other means of obstruction have been exhausted, all that is left is public consultation, the mother of all delaying tactics.
There is never enough information to make a decision. Those who disagree are not in possession of all the facts.
When all is lost and a decision is inevitable, take solace in the fact that you did everything possible to prevent it.
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