Every new initiative, restructuring and renamed priority draws on the same finite capacity: people’s ability to rebuild their interpretive frame around it. Spent faster than it renews, the budget does not produce visible resistance — it produces fragmentation: each unit integrates a different subset of the novelty, and the organization ends up running several partially updated references at once. The uncomfortable planning question is not “is this initiative good?” but “is there budget left to integrate it?”
Where this comes from. This term is defined in the glossary of The Hidden Cost of Speed by Christoph Svoboda. About the book.
See it in your own answers. The Shared Reference Diagnostic — ten scenarios, about ten minutes, your own report, free.