Thanks, I understand what you mean better now. I think it's indeed the case that the higher up the hierarchy you go people actually tend to be less averse to c

Thanks, I understand what you mean better now. I think it's indeed the case that the higher up the hierarchy you go people actually tend to be less averse to change. But also that they do not receive feedback from the people doing the work that can be extremely useful for directing that change, and so they end up sticking to plans that are suboptimal. At the extreme, people in management can be dogmatic and deaf. But often, they do understand the need to listen and update their plans, and that's just not easy to achieve. The best orgs and managers find creative ways to enable this bi-directional exchange and let their planning benefit from the input of the people who engage with the work day-in-day-out and have the domain expertise and fast feedback loop.