> A lot of things have "said purpose" and the "real purpose" because of which such absolutely kafkaesque things survive in organizations. I remember sitting i

> A lot of things have "said purpose" and the "real purpose" because of which such absolutely kafkaesque things survive in organizations. I remember sitting in conference room once and between meetings we started discussing the MBA degree and how you often needed one to move up at big companies. I mused that I didn't understand why this was so important since an MBA program didn't teach you much that you couldn't learn on the job or by reading a few books. A colleague of mine, who'd recently gotten his MBA, started laughing out loud. He said, "You're missing the whole point. Nobody cares about the course content or what you learn. The value of the MBA is that it's proof you can spend a lot of time and effort completing bullshit assignments on time without too much heel-dragging or back talk. It tells the world you'll keep your head down and not cause too much trouble for the organization".