Recognizing hazard and successfully manipulating system operations to remain inside the tolerable performance boundaries requires intimate contact with failure.
Dr. Richard Cook, How Complex Systems Fail
Change management procedures are borne from a fear of change. The controls related to this “management” afford an avoidance of understanding proposed changes, bolstering that fear.
As a group makes time to understand changes and their expected impact, they learn to describe them more effectively. This leads to less fear of change. And as each change is implemented, the group has an opportunity to calibrate their descriptions (models).
Then, as the group’s collective confidence grows around change events, when failures occur, reactions from fear are attenuated (they’re never dissipated fully). Curiosity gets a foot hold and learning gets a leg up.