British processes grow from practice rather than being designed from scratch. The preference is always to build on what exists, refine through experience, and let procedures evolve incrementally. Proposing to tear something down and start over raises immediate resistance—not because the British oppose change, but because they trust processes that have been tested by use over processes that look good on paper but lack a track record.
When you want to change something, frame it as an improvement to the existing approach rather than a replacement. Show that you understand why the current process developed the way it did before suggesting modifications.
Expect that processes carry historical layers that may seem redundant but are accepted as part of the institutional fabric. Patience with existing process earns credibility; impatience with it raises questions about your judgment.
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