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I'm not going to quibble about this one.
In 1989, shortly before I left the industrial research job that I had held for the previous 15 years, corporate headquarters appointed me to a committee to decide on a procedure for evaluating methodologies for prioritizing follow-up actions in the wake of a "technology portfolio fair" where researchers had explained new technologies to heads of product development in various branches of the company.
We weren't authorized to decide what to do, nor even to suggest priorities for alternative actions, nor yet to suggest a methodology for assigning priorities to alternative actions, nor for that matter to evaluate alternative methodologies for assigning priorities to alternative actions. Instead, we were tasked with designing a procedure for evaluating methodologies for assigning priorities to possible decisions. From a certain perspective, the mere ability to conceive and communicate such a task was a triumph of the human intellect.
My level of admiration for this achievement was not unconnected to my decision to move to academia. But my feelings of awe had no linguistic focus — it was the content, not its expression, that was awful.