Cultural and societal norms have dictated the “best” pathways to organizational success—while also defining “organizational success”—for decades. Typically, the “best” options are those that maximize efficiency via controlled, incremental changes that are often recognized as the “safe bets.”
This kind of traditional, linear thinking—which is typically driven by the desire to satiate organizational immunity and please well-establish bureaucratic hierarchies— is most often responsible for the systematic suppression of the “crazy” (i.e. truly disruptive, innovative, or revolutionary) ideas that make real change and growth possible.
In many cases, the older or better established an organization is—the more likely it is to be bound and limited by these “safe” conventions.