Most of the organizational practices chosen will be deeply counter-cultural to more conventional organizations. It is possible that people will question choices and call new assumptions foolish. Debates can be more fruitful when they don't stay at the level of arguing for or against a certain management practice, but when they take place at a deeper level, discussing the often hidden assumptions underneath the practice.
For example, each time when AES acquired a new power plant, the CEO would introduce AES's management practices to the new group of colleagues by asking them what assumptions owners and managers of a typical factory hold of their workers (see further: In Practice).