Nut Island effect

The operation of sewage treatment and disposal facilities in populous eastern Massachusetts was the responsibility of an independent state agency known as the Metropolitan District Commission (MDC).

The commission, also responsible for the construction and maintenance of several roadways, recreational facilities such as swimming pools and hockey rinks and water distribution infrastructure, became known as fertile ground for political patronage in Massachusetts.

[2] As a result, top management became focused on the satisfaction of political goals and constituent recreation requests at the expense of mundane, less visible responsibilities including sewage treatment facilities operations.

By nature of their military experience, this team was both strongly inclined to build a powerfully cohesive unit possessing excellent improvisational skills and was well suited to operating in isolation under adverse conditions.

This environment led to staff reliance on unscientific treatment procedures and improvised unorthodox plant operation, primarily to avoid equipment replacement that required management approval.

[9] The prominence of the Boston Harbor case has led to the paper being featured in human resources curriculums and as a training tool by business consulting firms.