It is the friction that repeats itself the most, and by a wide margin. The technology arrives, the project is delivered, the tool works… and yet nothing changes, the same results are produced and friction even increases. Something internal prevents the expected results from being achieved.
Sometimes it is middle management, the guardians of the processes, who generate the friction. They expect the method to be executed "by-the-book" instead of leaving room for adaptation or experimentation and providing flexibility.
Other times, the lack of adequate "reskilling"—teaching people to work differently—is still treated as an add-on to the project, rather than the project itself. Preparing people for the process instead of the outcome.
The focus is placed on achieving results, on accelerating before learning to walk. Expecting results and productivity instead of preparing the system.
Moreover, work overload or daily operations prevent operational teams from dedicating time and effort to "the new." Expecting the operation to be maintained while wanting to learn. Expecting results to improve even before knowing how to do it differently.
Finally, the fear of change. Of a new Status Quo. The threat of a new way where the person may lose part of their psychological safety.
