Maybe you played hooky in Civics 101, or maybe not, but your understanding and analogy both require substantial correction.
Fixing this:
If the government were a software application, this is very much like a project led by three senior engineers for a system using a widely agreed upon Design that was flexible, but included boundaries. This consisted of Four major elements: (1) Codified Business Decisions, (2) Execution Environment, that mainly ran the project management, and the security (3) The Business Representatives, who created new Business Decisions, and a (4) User Community who ultimately controlled all of above, and paid all of the bills. The first three major elements regularly jockeyed for control over the software app. Over time, they deviated from the initial Design in ways that favored themselves and made the environment less favorable for the User Community. Business Decisions started to critique, and invent new business decisions out of thin air. Execution Environment tried to take over everything in spite of the agreed-upon Design, and existing Business Decisions. Even the Business Representatives went off the rails to favor the consultants that were treating them to fancy dinners instead of the business units they were sent to represent, and they started to define the future roadmap to include proprietary functionality, written by the consultants. But, the consultants also tried to subvert Codified Business Decisions and Execution Environment.
Over time, the User Community took actions to correct some of the most egregious errors by the Codified Business Decisions senior engineer that violated the original, as-modified Design. He did not receive an engineering change proposal that was funded and vetted by the Business Representatives, nope, he was just a cowboy. Through influence, they were able to impact the hiring of the newest crop of Senior Engineers, and revisit past errors. The new senior engineer in Codified Business Decisions revisited some of the decisions the User community claimed was encroaching. Codified Business Decisions finally stated that would undo what they determined was a bridge too far in a business decision that the Business Representatives had never supported broadly, and had never received agreement. They prioritized it as a fix in the sprint, and then pushed it. The fix came out, and the consultant class declared war. They'd been enriching themselves at the expense of the User Community for a long time. In a related topic, another member of the consultant class was caught by Execution Environment rentacops trying to assassinate a junior member of the Business Decisions Engineering Staff, for a similar decision with which the consultants disagreed. Other consultants declared they would kill off all the junior members of the Business Decisions group.
Fixing this:
If the government were a software application, this is very much like a project led by three senior engineers for a system using a widely agreed upon Design that was flexible, but included boundaries. This consisted of Four major elements: (1) Codified Business Decisions, (2) Execution Environment, that mainly ran the project management, and the security (3) The Business Representatives, who created new Business Decisions, and a (4) User Community who ultimately controlled all of above, and paid all of the bills. The first three major elements regularly jockeyed for control over the software app. Over time, they deviated from the initial Design in ways that favored themselves and made the environment less favorable for the User Community. Business Decisions started to critique, and invent new business decisions out of thin air. Execution Environment tried to take over everything in spite of the agreed-upon Design, and existing Business Decisions. Even the Business Representatives went off the rails to favor the consultants that were treating them to fancy dinners instead of the business units they were sent to represent, and they started to define the future roadmap to include proprietary functionality, written by the consultants. But, the consultants also tried to subvert Codified Business Decisions and Execution Environment.
Over time, the User Community took actions to correct some of the most egregious errors by the Codified Business Decisions senior engineer that violated the original, as-modified Design. He did not receive an engineering change proposal that was funded and vetted by the Business Representatives, nope, he was just a cowboy. Through influence, they were able to impact the hiring of the newest crop of Senior Engineers, and revisit past errors. The new senior engineer in Codified Business Decisions revisited some of the decisions the User community claimed was encroaching. Codified Business Decisions finally stated that would undo what they determined was a bridge too far in a business decision that the Business Representatives had never supported broadly, and had never received agreement. They prioritized it as a fix in the sprint, and then pushed it. The fix came out, and the consultant class declared war. They'd been enriching themselves at the expense of the User Community for a long time. In a related topic, another member of the consultant class was caught by Execution Environment rentacops trying to assassinate a junior member of the Business Decisions Engineering Staff, for a similar decision with which the consultants disagreed. Other consultants declared they would kill off all the junior members of the Business Decisions group.