Ignorance of difficulties can paradoxically enable ambitious projects to start.
Hirschman's 1967 finding from development projects: had the difficulties been known, nothing would have been started, and the difficulties were solved once people were committed. He warned it is not a policy.
In practice
- A team that fully understood the integration would never have started, and having started, solved it.
- A first-time renovator who had seen the survey properly would not have bought, and the house is now finished.