- . First, assume that experiences with undergraduate programs will directly translate to experiences with graduate programs and minors. Do not explore the differences and only seek information that confirms the bias that our experience in offering a quality undergraduate programs will apply to new graduate or business minor programs.
- Put personal interest above the needs of the college's other stakeholders. A graduate program would lend prestige to graduate faculty, confer benefits to individual departments, and a business minor would enhance the reputation of the business college across campus in the eyes of administrators.
- Let our current attachment to colleagues or our individual departments rule our emotions. If the decision could upset our friends, that have an interest in new programs, then we should avoid confrontation and hide negative information that could upset these relationships.
- Don’t evaluate risk/return trade-offs between different options. Do not ask for any contrary information that should be weighed. Those developing the plans should not have members that holds contrary or opposing views. Don’t use outsiders to provide an unbiased analysis.
- Don’t challenge key assumptions and avoid any formal analysis of alternatives using 'what if -scenarios', financial, statistical or simulation modeling.
- Finally, remove all governance safeguards such formal committee review processes. Promise that a plan’s details will be provided latter. Present one alternative at a time and solicit for its quick approval.
*See the origin of this phase at http://en.wikipedia.org/wiki/Eating_one's_own_dog_food