It is incredibly incestuous, they're a very isolated and 'special' group of people anyway, and the out of touch bizarre views just get more and more concentrated.
If you look at the situation practically, then it kinda becomes obvious how this happens.
If you don't have "factory floor" experience of an organisation, then how exactly do you know what the problems and issues are? You rely on being told, but then, at chief executive level, there's issues over accurate reporting and access to the front line etc.
So how do you set priorities? How do you make anything realistic improve? By default, it always becomes about utilising, or imposing, a set of universalist and external values because you do not have that sense of what the parochial concerns of your organisation actually are.
Again, because of the nature of a lot of public bodies, there's a great danger that utilising commercial notions of management and leadership can mean that clients/service users/stakeholders are misindentified or misprioritised (possibly because your "true" clients may be people that will never interact with the service). Throw equalities legislation into this and you can get a very strange and distorted perspective indeed.
And this is now the problem with the police. I'm currently in a predicament where I am trying to facilitate police interest in the fact a group of drug users are consistently using the grounds of a nursery school to take drugs, and they are leaving drug paraphernalia around where toddlers can pick it up. Trying to get police interest in this is a rather protracted enterprise, so it is somewhat infuriating when they seem to jump at the report of someone being mean on twitter.
And then they wonder why people have lost confidence in the police. 