Then there are the cultural peculiarities of some American bureaucracies (corporate, governmental, and nonprofit), which assume that each person can and should be rotated through an ascending hierarchy of posts, both within an organization and among organizations. This militates against developing a depth of expertise that would allow for meaningful evaluation of the significance and qualitative importance of work done by subordinates. Hence the attractiveness of relying on measurable, quantitative, criteria.
People learn just enough to be dangerous.
