Most organisations are full of surprised managers. These are the people who are suddenly promoted because they were good at what they did, and given responsibility for projects and people which they do not understand. Put simply, things normally go wrong not because the new managers are stupid but only because they have never thought about managing before. The way forward is to raise the issues, to provide suggestons and, more importantly, to get the managers to evaluate solutions in the context of their own work. Ultimately, they are the ones who will have to cope in the real situations and once they have recognized that the problems exist, they will be able to apply their own common sense.
Management is a skill - and like any other skill it comes with experience and practice.
If you think that is not true, ask the better athletes or musicians how long they practise in a day. The experience, however, will be made far more effective in developing that skill if managers prepare for the experience and then deliberately exploit it. Thus tennis players do not simply play tennis, they determine their own strengths, they work to overcome their weaknesses, they think carefully about what they do and how to improve, and they listen to what the trainer suggests. Yet a common experience at work is that new managers are expected to absorb their skills from thin air, by some magical form of osmosis. This is probably true because most organizations actually ignore the difference between the technical competence by which the lower levels impress their superiors and the managerial skills which are needed in the higher levels.