"To some men the manner of giving orders seems a very simple affair...Yet, on the other hand, the shrewd common sense of many a business executive has shown him that the issuing of orders is surrounded by many difficulties...More over psychology and our own observation, shows us not only that you cannot get people do things most satisfactorily by ordering them or exhorting them; but also that even reasoning with them, even convincing them intellectually, may not be enough. Even the 'consent of the governed' will not do all the work it is supposed to do, an important consideration for those who are advocating employee representation. For all our past life, our early training, our later experience,all our emotions, beliefs, prejudices, every desire that we have, have formed certain habits of mind that the psychologists call habit-patterns, action-patterns, motor-sets. Therefore it will do little good merely to get intellectual agreement; unless you change the habit-patterns of people, you have not really changed people."
Follett, M. P. (1926). The giving of orders. Classics of public administration, 66–74.