ABSTRACT
Innovation is the essential ingredient of the 20th century American success story. There is no simple way to categorize organizations as "innovative types". Ordinarily in organizations one associates creativity with a high degree of education—the scientist. A scientific organization, therefore, must be large enough so that each individual has two or three colleagues in a similar field and of similar status with whom they can feel friendly competition. The organization should have sufficient members in proportion to diversity of technical skills, so that each man is not an unchallenged expert. Systematic curiosity patterns involve a determination to exhaust the array of possibilities rather than to settle for a good solution in hand. Although intuitive opportunism thrives on the nurturant environment that the organization tries to provide for applied creativity, it is often focussed so much on the immediate goal or solution that promising detours not strictly relevant to the main program are often ignored and lost.
