Each level of the means–ends hierarchy has a proper revisit rate, and much organizational dysfunction is simply a decision being revisited at the wrong one. Tactics are reviewed often — weekly, or even daily — and cycled through without attachment. Strategy is revisited on a slower schedule: when the underlying situation genuinely changes, not whenever a single tactic disappoints. Policy is reconsidered rarely and deliberately, because everything beneath it needs the ground to hold still.
The failure modes are symmetric. Changing policy at the pace of tactics produces constant churn — nothing beneath it can settle, because the ground keeps moving under every other decision. Freezing tactics at the pace of policy produces paralysis — actions defended like principles, long after the feedback said to let them go. A healthy organization is stable the way any well-run process is stable: the slow level holds the aim steady, the middle level decides where to commit, and the fast level adjusts to a world that will not stand still. When the three levels fail to reinforce one another, it is almost always the pacing — and no amount of effort at any single level will compensate for the other two.
See also: Policy, Strategy, and Tactics, Easy to Abandon.