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A manager I worked with previously was like that--no interest in making sure the project could be maintained or actually worked, only promising things to people who didn't even use our platform (me and a coworker checked our logs before I left the company) and getting "wins" so he could talk about them in meetings.

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That's organisational debt, which is a prime cause of technical debt.

It reliably fascinates me that in spite of more than a century of history, management culture lacks both words and concepts for many common and predictable organisational failure modes.

> It reliably fascinates me that in spite of more than a century of history, management culture lacks both words and concepts for many common and predictable organisational failure modes.

Does it? The manager in GP, for instance, seems to be a textbook example of a thermocline of truth.

It actually reminds me of regular corporate life in a confused company— and in turn, this: https://www.ribbonfarm.com/2009/10/07/the-gervais-principle-...

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