self-interest
A few years back, I served on the nominating committee of a national organization. We were responsible for sifting through dozens of candidates in order to fill a handful of volunteer board of director positions.
As a way to filter through the submissions, I suggested that we consider candidates based on their skill set, access to resources, and influence in the industry—in other words, the value they could provide the organization. By focusing on a candidate’s qualifications, I believed the organization had the best chance of advancing its goals and strengthening its brand.
To my surprise, no sooner did I make such a recommendation as it was met with resistance. My fellow committee members were more interested in selecting their friends — regardless of their abilities — than the most qualified candidates.