Trying to understand organizational culture isn’t something you can do through analysis alone. Sometimes to truly understand an organization, you have to disrupt it in such a way that provokes a response.
As this applies to all complex systems, a familiar example would be estimating delivery dates for software projects. The dysfunctions in the processes, and misalignments of meaning become visible when a small change in requirements invalidates other delivery estimates. Anti-patterns in the code (e.g. tight coupling) and in the organization (e.g. lack of communication) exact their price when the system is required to absorb a change such as new feature, or a new usage.
When, if investigated, we realize that there are categories of defects in the project that could significantly increase the delivery time, it becomes clear that unless such defects are mitigated and/or isolated into separate sub-projects, there can be no reasonable expectation of alignment with business realities.
