>The danger comes in that when you want to supplant the best practice with a new practice, you have to genuinely understand the problem in your context, and be able to articulate a full explanation about why the new practice has an advantage.

We're experiencing that exact problem - we're introducing for the first time a company wide best practice, which isn't even defined yet and in a constant state of flux, but it's become a shield the strongest evangelists stand behind "why would you want to do that? It's not best practice?" - the "best practice" might not last the month, and it's not clear why that's the "best practice", but it's become a magic seal of approval.