Organizational leaders (‘masters’) routinely tolerate governance changes that are cosmetic or decentralizing but coordinate to block any reforms that would increase real accountability because such reforms threaten their 'spoils'. This dynamic explains why small‑scale experiments and incremental governance improvements struggle to scale even when technically feasible.
— Recognizing this blockage reframes reform strategy: successful governance innovation must either neutralize elite spoils incentives or test accountability changes in ways that avoid unified elite retaliation.
From the article: “masters coordinate to block cuts to their spoils” and “masters don’t mind... governance changes that don’t risk stronger accountability,” which exemplifies the behavior and motive described.