Middle management ouija

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The curious void whence the profound daftness of most management conviction comes.

It is not the CEO — she floats above the fray, could caring not a row of buttons about the federation of employees at all, much less the management information and statistics they generate — and any functional middle manager nominally charged with implementation whom you quiz on the topic will instantly agree that, for example, the 365 performance appraisal system is from its foundations up a nonce, achieving nothing but illicit patronage, resentment, rancour and demotivation, and will even cite the passage from HBR in 1975 that established this beyond all reason — but while no single individual can be found to utter a word in is favour, all will be certain that someone else, way above their pay grade, perhaps even a lot of someone elses, at so great a remove that one can scarcely imagine who they might be, never mind what drives their attachment to such a roundly derided management trope, is insistent on it, and somehow the collective unconscious pushes it on, as if willed by some inner daemon.

This is the middle management ouija board.