Found a great list of social pathologicals on wikipedia at http://en.wikipedia.org/wiki/Anti-pattern#Organizational_anti-patterns, I've reprinted the list below but the links are much more functional on the Wikipedia page.
- Analysis paralysis: Devoting disproportionate effort to the analysis phase of a project
- Cash cow: A profitable legacy product that often leads to complacency about new products
- Cost migration: Transfer of project expenses to a vulnerable department or business partner
- Crisis mode (a.k.a firefighting mode): Dealing with things only when they become a crisis, with the result that everything becomes a crisis
- Design by committee: The result of having many contributors to a design, but no unifying vision
- Escalation of commitment: Failing to revoke a decision when it proves wrong
- Management by neglect: Too much delegation
- Management by numbers: Paying excessive attention to quantitative management criteria, when these are non-essential or cost too much to acquire
- Management by perkele: Authoritarian style of management with no tolerance for dissent
- Management by wondering: Expecting a team to define their own objectives, and then wondering what they're doing
- Milk Monitor Promotion: A pseudo promotion (a better sounding title), with no additional responsibilities or pay increase, which is given as a quick and costless way to make the employee work harder.
- Moral hazard: Insulating a decision-maker from the consequences of his or her decision.
- Mushroom management: Keeping employees uninformed and misinformed (kept in the dark and fed manure)
- Stovepipe: A structure that supports mostly up-down flow of data but inhibits cross organizational communication
- Vendor lock-in: Making a system excessively dependent on an externally supplied component
- Violin string organization: A highly tuned and trimmed organization with no flexibility
- Death march: Everyone knows that the project is going to be a disaster - except the CEO. However, the truth remains hidden and the project is artificially kept alive until the Day Zero finally comes ("Big Bang")
- Smoke and mirrors: Demonstrating how unimplemented functions will appear
- Software bloat: Allowing successive versions of a system to demand ever more resources
- Cage match negotiator: When a manager uses a "victory at any cost" approach to management.
- Doppelganger: A manager or colleague who can be nice and easy to work with one moment, and then vicious and unreasonable the next.
- Fruitless hoops: The manager who requires endless (often meaningless) data before making a decision.
- Headless chicken: The manager who is always in a panic-stricken, fire-fighting mode.
- Leader not manager: The manager who is a good leader, but lacks in their administrative and managerial ability.
- Managerial cloning: The hiring and mentoring of managers to all act and work the same: identically to their bosses.
- Manager not leader: The manager who is proficient at their administrative and managerial duties, but lacks leadership ability.
- Mr. nice guy: The manager that strives to be everyone´s friend.
- Proletariat hero: The "everyman" worker who is held up as the ideal, but is really just a prop for management's increasing demands and lengthening production targets.
- Rising upstart: The potential stars who can't wait their time and want to forgo the requisite time to learn, mature and find their place.
- Seagull management (hit-and-run management): The manager flies in, makes a lot of noise, craps all over everything, then flies away.
- Three-headed knight: The indecisive manager.
- Ultimate weapon: Phenomena that are relied upon so much by their peers or organization that they become the conduit for all things.
- Yes man: The manager who will agree with everything the CEO says, but changes mind away from his presence.
- Napkin specification: The Functional/Technical specification is given to the Development team on a napkin (i.e., informally, and with insufficient detail) which is fundamentally equivalent to having no specification at all.
- Phony requirements: All requirements are communicated to the development teams in a rapid succession of netmeeting sessions or phone calls with no Functional/Technical specification or other supporting documentation.
- Retro-specification: To write the Technical/Functional specification after the project has already gone live.
Victim: Marjorie Llewellyn, age 72 , white. While visiting the Newnan Wal-Mart the morning of March 7 ,2008, she was attacked by 23-year-old Courtney L. Lockhart. He then told her he was going to rob her, take her car and kill her. LLewellyn managed to
resist, and with the intervention of strangers, survived the attack.
Victim: Eve Marie Carson, age 22, white. Carson's body was found at the intersection of Hillcrest Circle and Hillcrest Drive in Chapel Hill at approximately 5 a.m. on March 5, 2008.Police could not immediately identify the body, but at 9 a.m. on March 6, 2008 police investigators and the office of the medical examiner identified the body as that of Carson. Chapel Hill Police Chief Brian Curran said that Carson's death appeared to be a random act. Police recovered her car more than a mile away from her body after receiving a tip from a local witness. Police also released images from a security video of a person using Carson's ATM card.




They are now referred to as .gov TLD. Their role outside the subway caves is improvised, shaped by
the power ratios of clans and fiefdoms and their own expendable resources at the moment. .gov TLD keeps most of its far flung operations focused on resource stealing or revenge. This was a theme established during the Bush II years, and seems to work for them. ( the "stealing and revenge" economy is an alternative to our
In overnight stays at our "commune" ( one might call it that ), a few of the drivers have related the chain of events in New York 2008-2010. It goes basically like this (excuse the bullet list style, use of the word "thugs" and lack of details, its all I remember them saying):



