"Yes men", or "enablers" as you call them, are the root cause of the out-of-control bureaucracy problem.
Management wants desperately to have processes that can be followed by minimum wage desperate people. They want to believe that they're incredibly smart and insightful, and that their knowledge of their business is so absolute and perfect that a process is easily applied to every situation. The enablers then create the real problems by saying "yes, we'll make this work," when they are actually lying. The problems then get worse, because the enablers also feel that every status report must be green, otherwise their process is not as perfect as they said it was.
The transparent lies breed more processes to control the mistakes that never seem to get fixed, despite the change review board processes. Nobody ever questions the process, because they'd be seen as a blocker. Change becomes impossible, because the middle-management process owners who have been lying "yes" will lose their jobs if their process is removed.
The process explosion reaches critical mass as each failed process begets two more to control it. The business goes into a death spiral of bloat and inefficiency.
Everything is painful. The smart middle managers flee early, leaving only the enablers behind, and they refuse to see or acknowledge any problems. The loyal people have their jobs turned into paperwork and outsourcing. With luck, the board will recognize the out of control costs, and bring in a lean outsider. An organization this bad off may need to fire 50%-90% of the people. Or the board may go the wrong direction, and outsource the whole damn mess, further eroding their ability to change.
This philosophy has caused more damage to business and productivity than any other idea, ever.
Avoiding this is simple, in theory. Tell the truth, and don't be afraid to change your mind if shown evidence that you're wrong.