I'm not disputing that and in general I think that holds as a good litmus test. If you're always having to push crazy hard and nobody listens, one party is failing here (its either you or the company, situation dependent).
That said, my experience tells me there's a lot more to it in some cases, org dependent.
For example - all teams (even great ones) go through phases where they can tolerate more change than at other times. Why that's true is itself a huge list of factors ranging from what the org is doing as a whole, all the way down to the team itself and how they're currently working.
It also matters how the idea is spread among a group. If the idea has legs, theres going to be a lot of broken telephone if you haven't correctly setup the context with thought leaders (which may be different people to the managers, who also need to know what's coming). This gets more challenging as the number of people involved gets larger.
That said, my experience tells me there's a lot more to it in some cases, org dependent.
For example - all teams (even great ones) go through phases where they can tolerate more change than at other times. Why that's true is itself a huge list of factors ranging from what the org is doing as a whole, all the way down to the team itself and how they're currently working.
It also matters how the idea is spread among a group. If the idea has legs, theres going to be a lot of broken telephone if you haven't correctly setup the context with thought leaders (which may be different people to the managers, who also need to know what's coming). This gets more challenging as the number of people involved gets larger.