As managers, you have goals for how you would like your team, culture, processes, or results to improve. What often gets in the way is that proposed solutions don't fit the context.
For example. Let's say you have a culture where everyone is already stuffing 150 pounds into their 100 pound bag (work load is very high, some feel overwhelmed).
And you want to improve engagement and involvement. Do you think that adding more meetings and lumping on a few more projects is going to be deemed as a good and realistic solution? The employees might want involvement, but this will feel like punishment!
Instead, this overloaded organization should first look to increasing involvement within practices and meetings they already have, making them better. Even better, they could ask the question of how to improve involvement in ways that reduce (even in a tiny way) the overall demands of the work.
If you already have too many meetings, don't start up a committee to discuss how to cut meetings.
If you suffer from too many goals, don't create a goal to improve focus.
If managers and employees dread your performance appraisal system, don't try to solve that issue by better communicating the required timeline, harping on people at staff meetings, and taking off appraisal points for managers who don't do it.
If you have a hard time eating the right foods, don't say that you will cook everything from scratch when you travel 90% of the time. Oh, wait, that is me....
I think you get my drift....If you are trying to solve a problem, make sure that you are not hurting your chances for success by either 1) creating solutions that don't fit the culture or 2) running the problem through a context that caused the problem in the first place.
AND if is seems like your culture is "fighting" the improvements you want to make, maybe it is time to think about cultural change and growth!