Lessons identified. Learning postponed.
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Lessons identified. Learning postponed.
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Organisations frequently repeat past mistakes during change initiatives not because they lack information, but because their internal structures and pressures make acting on known lessons difficult. Despite abundant oversight reports documenting recurring failures in government and healthcare reforms, institutions prioritize visible action and compliance over genuine, foundational evaluation. Leaders often engage in superficial adjustments that preserve flawed core assumptions while reinforcing comfortable, habitual routines. Consequently, governance frameworks serve primarily to demonstrate legitimacy rather than drive actual behavioural change, ensuring that cyclical reform efforts continuously reproduce the very conditions they aim to fix.
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