Pournelle's Iron Law of Bureaucracy states that in any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.

There is no point in prioritizing doing your job when your organization faces being defunded in less than three months’ time if you don’t do something else: you do what’s necessary in order to ensure your organization survives, then you get back to work.
(This is how the iron law of bureaucracy installs itself at the heart of an institution. Most of the activities of any bureaucracy are devoted not to the organization’s ostensible goals, but to ensuring that the organization survives: because if they aren’t, the bureaucracy has a life expectancy measured in days before some idiot decision maker decides that if it’s no use to them they can make political hay by destroying it. It’s no consolation that some time later someone will realize that an organization was needed to carry out the original organization’s task, so a replacement is created: you still lost your job and the task went undone. The only sure way forward is to build an agency that looks to its own survival before it looks to its mission statement. Just another example of evolution in action.)

The first thing is that you’re always at a disadvantage, because a bureaucracy is funded by the public to have permanent people there who can relentlessly advocate for their own interest. And that’s the problem: when bureaucracy stops working for the public interest.

What you have to understand is that bureaucracy is an organism, and the prime goal of every organism is self-protection. Bureaucracy exists to protect itself.

The first law of bureaucracy is to guarantee its own continuance.

A bureaucrat is judged by other bureaucrats. That's the root of the problem.

The first rule of a bureaucracy is to protect the bureaucracy. If the people running the welfare program had let their clientele find other ways of making a living, that would have reduced their importance and their budget.

In a corporate state, all attempts to reduce bureaucracy increase it.

Every country in the world had a bureaucracy, whose entire purpose was to delay important things from happening.

The encounter with bureaucracy takes place in a mode of explicit abstraction. … This fact gives rise to a contradiction. The individual expects to be treated “justly.” As we have seen, there is considerable moral investment in this expectation. The expected “just” treatment, however, is possible only if the bureaucracy operates abstractly, and that means it will treat the individual “as a number.” Thus the very “justice” of this treatment entails a depersonalization of each individual case. At least potentially, this constitutes a threat to the individual’s self-esteem and, in the extreme case, to his subjective identity. The degree to which this threat is actually felt will depend on extrinsic factors, such as the influence of culture critics who decry the “alienating” effects of bureaucratic organization. One may safely generalize here that the threat will be felt in direct proportion to the development of individualistic and personalistic values in the consciousness of the individual. Where such values are highly developed, it is likely that the intrinsic abstraction of bureaucracy will be felt as an acute irritation at best or an intolerable oppression at worst. In such cases the “duties” of the bureaucrat collide directly with the “rights” of the client—not, of course, those “rights” that are bureaucratically defined and find their correlates in the “duties” of the bureaucrat, but rather those “rights” that derive from extrabureaucratic values of personal autonomy, dignity and worth. The individual whose allegiance is given to such values is almost certainly going to resent being treated “as a number.”

Bureaucracy and social harmony are inversely proportional to each other.

Many bureaucracies have petty authoritarians within them, generating unnecessary rules and procedures simply to express and cement power. Such people produce powerful undercurrents of resentment around them which, if expressed, would limit their expression of pathological power. It is in this manner that the willingness of the individual to stand up for him or herself protects everyone from the corruption of society.

Excessive bureaucracy is distracting, time-consuming, and destructive to creativity.

In the bureaucracy, incentives will forever be inverted. Failure results in success: in more funds, more training, more time off.