JES II,
You really hit on THE critical issue.
If a club is INTENT on doing something, they're going to do it.
And, they'll find the appropriate practicioner to carry out their bidding in short order.
Projects tend to take on a life of their own and when the club's leadership makes up their mind, irrespective of the merit of the project, no amount of reasoning is going to disuade them from achieving their objective.
How do you think so many wonderful courses were disfigured over the last 80 or so years ?
On an inordinate number of projects, prudent individuals, examing previous alterations that have been done years before, frequently ask themselves, "why did the club embark upon such a foolish project ?" "Why did they disfigure these features, this golf hole, these golf holes ?"
The answer lies in the "authors" of the project, rather than in the merits of the project.
This is an issue where the "sunshine" concept works to prevent disfigurations.
All too often, power groups seize upon a bad idea and implement it before most are aware of it. And, once the project is complete, due to a variety of factors, it won't be undone for at least 15-20 years, if ever.
However, when the spotlight of public scrutiny is thrust upon a project, that project undergoes another level of "quality control" because the individuals responsible are now identified and held responsible for their actions.
They either dig in and try to proceed irrrespective of the criticism, constructive or destructive, valid or invalid.
Or, they reevaluate the project, then proceed as planned or modified.
Or, they abandon the project.
I questioned someone about a decision that had been made by a company. The person to whom I was speaking said, "It was a corporate decision" I responded, "Corporations don't make decisions, people do, who made that decision ?"
When you can identify the decision makers, allow them to present their position, question the project, their positions and their decisions, then and only then can you influence the outcome.
While corporations aren't run democratically, neither are clubs, from a practical point of view. The club's leadership has the ultimate responsibility for the club's destiny.
They should view their service as curator's, protectors of a valueable exhibit, changes to which should be approached with great caution and only after exhaustive analysis.
With respect to Tom Fazio's firm, they're a commercial enterprise. The company is obligated to perpetuate itself, legally and profitably.