> the key to getting anything done is to delegate the decisions to a single person per team, give them time to cultivate big picture knowledge and political con

> the key to getting anything done is to delegate the decisions to a single person per team, give them time to cultivate big picture knowledge and political connections, and then to respect those decisions even if you privately disagree. I don't agree with this in general. I've been forced into too many projects that were obviously bad from my perspective, but the Fearless Leader didn't care about anyone's input. I wasn't held accountable when those projects failed, but it was still depressing to have to do them. I get the impression that corporate drones hate having to debate a decision, and they structure their organizations to absolutely minimize the need for it. But personally I enjoy a spirited debate -- one focused on the merits, and with rational, civil people. I wish there was more deliberation in the workplace and less "do stupid things as fast as possible in the hopes that one of them will not be stupid". But there aren't enough people like me to sustain an organization, and that's why most orgs are top-down command-and-control hierarchies.