No organization works if the toilets don't work, but I don't believe that finding solutions to business problems is my job. - James G. March

Unfortunately, the gains for imagination are not free. The protections for imagination are indiscriminate. They shield bad ideas as well as good ones—and there are many more of the former than the latter. Most fantasies lead us astray, and most of the consequences of imagination for individuals and individual organizations are disastrous. Most deviants end up on the scrap pile of failed mutations, not as heroes of organizational transformation... There is, as a result, much that can be viewed as unjust in a system that induces imagination among individuals and individual organizations in order to allow a larger system to choose among alternative experiments. By glorifying imagination, we entice the innocent into unwitting self-destruction (or if you prefer, altruism)

… we sometimes find that such heresies have been the foundation for bold and necessary change, but heresy is usually just crazy. Most daring new ideas are foolish or dangerous and appropriately rejected or ignored. So while it may be true that great geniuses are usually heretics, heretics are rarely great geniuses.

In recent years there has been increased interest in the effects of internal communication on decision processes. A number of hypotheses relating the bias in information to the final decision have been proposed. In this paper we discuss two laboratory experiments which were designed to test two such hypotheses. The first experiment tests the hypothesis that cost and sales estimations are made with the implicit assumption that a biased pay-off structure exists. The second experiment tests explicitly the effects of biased and unbiased pay-off structures on estimation within an organization. An analysis of the data for the two experiments is made and some implications for further research are drawn from the results.