In my experience as a manager onboarding new staff, as well as dealing with incoming senior leaders who don't understand (or don't care about) this concept cau

In my experience as a manager onboarding new staff, as well as dealing with incoming senior leaders who don't understand (or don't care about) this concept causing massive attrition, job transitions are successful or not based on understanding and internalizing this concept. Successful integration into a company requires a curiosity attitude and assuming that decisions in the past were made to the best of that company's capabilities at the time. Taking this path allows one to become part of the solution, rather than merely pointing out problems. One can drive change from within and rally the existing staff into new ways of thinking about the problem and co-develop solutions and cause impact and positive advancement. Failure to integrate is when incoming staff feel they have the answers to all the issues and they feel they are bringing 'fire to the caveman', so to speak. These people generally spend their entire tenure fighting the existing staff, thus gaining no traction, no influence, and are unable to change anything for the better. People in this situation will generally (and incorrectly) blame the existing structure for 'not being visionary enough' or 'unable to adapt to change'. These people are very self-righteous and stubborn, but ultimately get burned out and leave and claim 'they just weren't ready for me yet'. I'm sure there's dozens of personality traits and onboarding conditions (e.g. telling an incoming senior leader not to trust anyone, and to 'fix the mess') that contribute to success or failure here, so it's not this clear cut, but advice to anyone changing jobs - gain influence and understanding, and then change things.