Isolated Thinking is a very common cognitive fallacy that prevents from seeing the impact of a certain change or how it can be impacted itself by the rest of the system. Isolated Thinking is generally antinomic to Systems Thinking (see Illusion of Systems Thinking for comparison). Isolated Thinking occurs commonly in the matter of adopting new practices. It’s most typical example is the belief that a practice can be adopted “by the book” and will remain to be sustainable once adopted.
In fact, any example of organizational change has impact on other aspects of the enterprise and vice versa. And while it is objectively impossible to “figure out” all such impacts, the correct operating model is to expect and explore such impacts to better understand the Dynamics of the System in a particular case.