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In G. K. Chesterton.s 1929 book The Thing, he writes:
In the matter of reforming things, as distinct from deforming them, there is one plain and simple principle; a principle which will probably be called a paradox. There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, â€œI donâ€™t see the use of this; let us clear it away.â€ To which the more intelligent type of reformer will do well to answer: â€œIf you donâ€™t see the use of it, I certainly wonâ€™t let you clear it away. Go away and think. Then, when you can come back and tell me that you do see the use of it, I may allow you to destroy it. 1)
To make change, you have to know how you got to where you are now. We sometimes need a fresh set of eyes on a problem. However, to affect change, the stakeholders need to know what decisions were made and why.