On 9C and 9D: the prussian model used to be that when taking strategic decisions, the most junior officers would make the first proposals, and then they'd go around the room and finish with the most senior officers. This has the advantage that it allows for early brainstorming, and trains the juniors to think in terms of bigger pictures than their direct responsibilities, yet doesn't lead to "vetoing" or "inversions" because everyone understands the early steps get things out on the table, the middle winnows down to the efficient frontier, and after the Old Man speaks, the decision has been made.
EDIT: eg, in "Dances With Wolves" most (all?) of the Sioux councils end with someone authoritative declaring "wašté"
* on my charitable-to-bigcorp-hires model of "founder mode", over the weekend I came up with a much more STEMmy description: the founder is probably used to early startup reports, who are high impedance low Lyapunov exponent (it takes a fair amount of effort to convince them what the right goal is, but after that you can leave them alone and they'll execute to that goal), but the bigcorp hire may well be low impedance high Lyapunov exponent (you can't leave them alone, but small nudges keep them on course). Does this make more sense than the livestock analogy?