You can't speak your mind in corporate America, even when doing so would facilitate the goals of corporate America. Is the project heading for certain failure? You can only “elevate a risk.” Is it because team members are overworked? You can speak of their “bandwidth” and “available cycles.” Maybe someone involved is blatantly shirking his duties. In that case, he's a “dependency” affecting the timing of “next steps.” After the crash and burn, you can record “lessons learned,” as though you weren't already painfully aware of the project's rampant dysfunction. That document can be consulted by a future project team who's similarly powerless to break the cycle.
Language games in the workforce—also called “corporate speak” or “weasel words”—seem intended to soften conflict. But in practice they facilitate irresponsibility and inaction.