Gilman, C.
(2002).
Doing work you love: Discovering your purpose and realizing your dreams.
"Innovation requires risk and independent-minded people with self-employed attitudes.
Asking permission is giving up your power and not accepting responsibility for the outcome.
There are organizations where it may seem as though you are not allowed to do anything without a boss's permission. It may also appear as though there are unwritten rules that say you have to do things in a particular way. But look more closely..." (p.93)
Sweeney, J.
(2005).
Innovation at the Speed of Laughter: 8 Secrets to World Class Idea Generation.
"Unfortunately some individuals who are full of wonderful and innovative ideas may be viewed as sullen, non-participating appendages, disconnected or, worse yet, lazy. Perhaps the real truth is that they are being asked to create ideas (already an emotional risk) in a way that is not suited for their style or comfort with focus. A drastic example of this sort of misclassification is Albert Einstein, who was labelled by many as lazy and arrogant by traditional academic standards of the time because he preferred a process of discovery and innovation that was isolated and introspective."
Berkun, S.
(2010).
The Myths of Innovation.
246.
Abstract
"Innovators rarely find support within mainstream organizations, and the same stubbornness that drives them to work on problems others ignore gives them the strength to work alone." (p. 63)
Peters, T. J.
(1994).
The pursuit of wow!: every person's guide to topsy-turvy times.
"Have you noticed?
Most good (neat, innovative, wild, woolly) 'stuff', large and small, happens in the boondocks, far, far, from corporate headquarters, corporate politics, and corporate toadying....
So how healthy is your fringe? How loony are its inhabitants?" (p. 301)
Hodson, R., & Sullivan T. A.
(1995).
Social Organization of Work.
"In contrast [to bureaucratic rigidity], the conditions that have been found to promote innovation and change include the decentralization of power, low levels of formalization, equity of rewards, low emphasis on volume, low emphasis on cost-cutting, and high levels of job satisfaction (Hall, 1991). In brief, excessive bureaucracy and hierarchy may interfere with productivity rather than promote it. At some point excessive rationality becomes irrational. (Ritzer, 1993)" (p. 199)