In my observation, this "coherence" is a matter not only of understanding, but of accepting, particularly certain trade-off's. Often this acceptance is because

In my observation, this "coherence" is a matter not only of understanding, but of accepting, particularly certain trade-off's. Often this acceptance is because people don't want to upset the person who insisted on it. Once they're gone or no longer applying pressure, the strain is relieved, and we can shift to a more natural operation, application, or programming model. For this reason, it helps to set expectations that people are cycled through teams at slow intervals - stable enough to build rapport, expertise, and goodwill, but transient enough to avoid stalls based on shared assumptions.