Not sure about the entire list, but I've seen 4 of those many times. They are common techniques of impostor-employee to fool an impostor-manager:
1. A person who knows little of the topic assumes that talking a lot means knowing a lot. Hence long ChatGPT-like speeches. This has been my personal number 1 red flag since long before LLMs became a thing.
2. An incompetent manager is helpless in a situation when "everybody screwed up a little bit" as they don't pay attention to ownership or don't even understand its importance. Hence creating groups/committees to blur personal responsibility.
3. "Bring up irrelevant issues" is natural consequence of not understanding the topic very well, combined with forcing oneself to take part in the discussion. Pretty sure it's not even intentional. But either way, it's irrelevant from your point of view, but not from the the manager's, so it works.
4. Advocate caution at everything is because if the team screws up and attracts attention from higher ups, people at the most risk will be the lowest performers and the manager. It's a shared interest.
1. A person who knows little of the topic assumes that talking a lot means knowing a lot. Hence long ChatGPT-like speeches. This has been my personal number 1 red flag since long before LLMs became a thing.
2. An incompetent manager is helpless in a situation when "everybody screwed up a little bit" as they don't pay attention to ownership or don't even understand its importance. Hence creating groups/committees to blur personal responsibility.
3. "Bring up irrelevant issues" is natural consequence of not understanding the topic very well, combined with forcing oneself to take part in the discussion. Pretty sure it's not even intentional. But either way, it's irrelevant from your point of view, but not from the the manager's, so it works.
4. Advocate caution at everything is because if the team screws up and attracts attention from higher ups, people at the most risk will be the lowest performers and the manager. It's a shared interest.