That's the part they keep forgetting. Often, in the face of a management hierarchy, foolhardily perpetuating a failing approach (until team change) can be a better strategy than trial and error. This is not the fault of the ICs, but rather a problem with how deep management strategy goes (not deep at all) versus how deep management thinks it goes.

They can't distinguish failing strategies from good ones, but they can see, and punish observed mistakes. With such management, admitting mistakes or justifying strategy changes can be a very stupid approach.