b"Chapter 7 thanotherstonewideas.Even,therearesomewhoaremore receptive than others to novelty. Theextentoftheirknownreceptivitywillinpartdeterminethe elaboration of the support that a new suggested idea requires at its initial stage.However,justasimportantly,itisessentialtorecognizethatthe greater the pressures of day-to-day operational responsibilities on the boss, the more resistance they are likely to have towards new ideas. It should always be remembered that the operating burden is on him. Theboss'sjobistomakethecurrentsetupworkproperlyand smoothly.Anewideademandschangeandchangeupsetsthesmooth regularity of the current operation regarding efficiency, on which its professional future depends. The boss has very good reason to be extremely cautious about a new proposal. The latter needs several good reasons to reduce the risk before considering an idea very carefully.Inaddition,therequirements,hewillhavetoconsider,willalso dependontheattitudeofhissuperiorstowardstakingrisksand making mistakes. For example, in some organizations, some leaders will have a higher level of receptivity to novelty and even sometimes the more out of the ordinary, the better.Such organizations are rather rare, because usually business leaders are conditioned by the environment, and it is extremely difficult for them to refute the hierarchical order.However, you will find this wind of innovation when new leaders with different experiences or from other backgrounds are parachuted into the organization. The latter perceive their contribution more to improve, change and evolve than to maintain habits that are no longer profitable.Inshort,apermissive,open,andconduciveenvironmentforrisk taking,cannotbecreatedsimplybythegoodintentionsofsenior management.226Germain Decelles"