This normalization of deviance means that people within an organization stop seeing problems as problems, making it impossible to learn from them. Stagnation kills resilience. ​ A change-resistant culture, however, risks burning out those new people, as they find that they are unable to make any meaningful changes. ​ Knowing what decisions were made and why can help prevent “we’ve always done it this way” as a fall-back reason for doing something. If you understand the constraints and trade-offs around why a past decision was made, you’ll be better equipped to understand if they are still relevant in your current context. ​ push authority for decision-making down closest to where the work gets done ​ If different members of an interview panel have very different views of how the organization works, that can be a sign of deeper issues. This often indicates implicit power structures or lack of clarity around process that can be frustrating to deal with and difficult to change.