b"Chapter 7 These same rules that produce the so-called conformism that is so cheerfully decried by the organization's critics, and which seems to disrupt life inside the company.Remember, where there are enough rules, there will also be silly rules, those that can be ruthlessly caricatured.But some rules, which to some experts seem nonsensical are far fromnonsenseiftheybothertolearnabouttheproblemsofthe company,thegovernment,oranyothergroupforwhichthe particular organization of work is intended to face.CREATIVITY TO INNOVATIONAll of this raises a question that seems frightening. If conformity and rigidity are necessary conditions of organization, and if these help to stifle creativity, and, moreover, if the creative man can indeed be stifled if he has to spell out the details necessary to convert his ideas into efficient innovations, does all this meanthatmodernorganizationshavebecomesuchincomprehensible monsters that they have to suffer the terrible fate of dinosaurs, too heavy and unwieldy to survive?Ofcourse,theanswerisno.Infact,greatorganizationshaveimportant attributes that facilitate innovation. Their abilities to spread risk over a broad economicbaseandamongthemanypeopleinvolvedinimplementingthe novelty are significant. They facilitate for the individuals involved personally a certain economic insurance, to thus increase the possibility of innovating.What often misleads people is that making big operational, or policy changes also requires big organizational changes. Yet it is precisely one of the great virtuesofagreatorganizationthatintheshorttermatleastitscourseis irreversible, and its organizational structure is, practically, almost impenetrable.A vast machine exists to do a certain job. This work must continue to receive the utmost attention, no matter how exotically revolutionary a major operational or policy change may be.Theboatmay need to be shaken, but one of the advantages of a big boat is that it takes a lot to shake it. Some people or some departments on the boat may feel the pitching more than others and try to avoid the incidents that produce it.228Germain Decelles"