WhatWeHaveHereIsAFailureToCommunicate

We have hyperrationality at the top level of management

Founder can't do speeches that connect emotionally
His deputy (and CEO) can't either, although the problems manifest differently
Management one level further down (CTO, DHoR) are better but I've seen almost all of them misapply quantitative arguments where qualitative would be way more effective
Below that things are more normal

In the organisation in general

And now

Ditching a lot of staff
Handling it badly on the day (CEO etc going down the pub? please! And the all-hands meeting was a disaster)
Execrable subsequent communication on rationales
- consequences were foreseen by at least some levels of senior management but have been ignored
- I have personally raised this with a number of people below SMT level to no apparent effect
- result is that we have a number of ICs are convinved upper management wants a lot more people to leave in March and is trying to unsettle them to that effect

What's the explanation?

PdP is clearly hyperrational (but extremely intelligent! and has made a number of great calls! if he disappeared tomorrow I would be applying out like a madman!)
The SMT are either also hyperrational themselves, or are sufficiently influenced by PdP that they may as well be
The influence of the hyperrationality diffuses outwards from there - attenuating, but still having its effect on the wider organisation

This poses a bit of a problem for me: I have a lot of baggage about hyperrational people running institutions of which I'm a member.

Why has this become such an obvious problem now?

Has the hyperrationality at the top level has got more intense?
Or is it just a random mis-step that they are really cocking up?
Is it, perhaps, an outcome of a heuristic I've noticed - to take things that already work to extremes?

What does that mean?

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