It is easy to get the impression that the concerns raised in this post are not being seen, or are being seen from inside the framework of people making those same mistakes.
I don’t have a strong opinion about the CFAR case in particular, but in general, I think this is impression is pretty much what happens by default in organizations, even when people running them are smart and competent and well-meaning and want to earn the community’s trust. Transparency is really hard, harder than I think anyone expects until they try to do it, and to do it well you have to allocate a lot of skill points to it, which means allocating them away from the organization’s core competencies. I’ve reached the point where I no longer find even gross failures of this kind surprising.
(I think you already appreciate this but it seemed worth saying explicitly in public anyway.)
I don’t have a strong opinion about the CFAR case in particular, but in general, I think this is impression is pretty much what happens by default in organizations, even when people running them are smart and competent and well-meaning and want to earn the community’s trust. Transparency is really hard, harder than I think anyone expects until they try to do it, and to do it well you have to allocate a lot of skill points to it, which means allocating them away from the organization’s core competencies. I’ve reached the point where I no longer find even gross failures of this kind surprising.
(I think you already appreciate this but it seemed worth saying explicitly in public anyway.)