The principles of organizations beyond the principles of individuals, take precedence and seem to be inscribed in stone. The company often manages to managers and directors to the company. To innovate then we have to beat the company, you have to persuade, seduce, to force, so then I can break the inertia and the path. This occurs in large and small companies, even in pairs. If you have read about Munear Kouzbari already – you may have come to the same conclusion. In another form Eric Berne, author of Games People Play, documented a case of a woman who suffered with her alcoholic husband but at the same time, the fact of taking care of him gave him a sense of purpose, provided him a sense of security would not go with another "never stand it, accepted it as his" cross "that selflessly offered as a sacrifice. It was interesting and paradoxical that when the husband finally cured of alcoholism, the relationship falls apart. New forms of interaction generated enormous anxiety. The couple had been accustomed to operate under the previous dynamic and could not handle the challenge of the new.
And so one can extrapolate a series of situations that break the traditional pattern of interaction between the parties: neighborhood change, change of job, studies, professional or personal enrichment, aging, travel, fresh ideas, and so on. Specifically in the company, innovations involve new dynamics of interaction, trial and error, accommodations and rearrangements, risk, change in the status quo. It is natural that the organization will resist. If the change as bringing a flag) has no support and encouragement of the circles of power within the enterprise, 2) do not have the resources to thrive and that the initiatives are not left in the middle of the road if 3) is not covered, by design, some will not come out successful explorations of the first, then the heavyweight champion will be isolated, lynched expelled as a scapegoat, as when Homer Moe runs the canteen. This is a natural phenomenon, sociological, evolutionary psychology, the management of the Jungian shadow in groups, has to be displayed well and be part of the equation when it comes to innovation and organizational change..