(My post from the other thread, posted again here because I like it)
What I've seen with all big organizations (whether focused on politics or business or sport) over the last 20 years is the hyper-consolidation of power at the top, in the hands of the very few.
While the leaders in all these organizations all talk off the same script about "employee empowerment" and "breaking down the silos" and "flattening the reporting relationships", what they've actually been doing (and becoming experts at) is ensuring that all key decisions (including, of course, those involving salaries and benefits) are made by a small group of hand-picked cronies and confidantes, all of whom know and play by the rules of this (inside) game.
Let the USGA have all the rules it wants, I say, and enforce those rules vigorously -- but at least (and at least for appearances sake) simply assign the most seasoned rules officials to the last two groups on Sunday and then empower them to make decisions -- final and binding decisions -- right then and there, on the spot, just as had been the case (before super slow mo etc etc) for over a hundred years.
I understand that "the technology" has changed the dynamics of sports coverage, but what has been happening in USGA events over the last many years (first with the course set ups, and now with the rules) has much less to do with these dynamics and much more to do, IMHO, with a "corporate culture" where the very few control everything and seem more concerned about building their own personal brands than with the ongoing genuine health of the organization.
Peter