Innovation in an organization may seem a paradoxical process. Organizations that carefully plan for it are not at all assured of success, while organizations in adverse conditions sometimes succeed in making a major turnaround Innovation creates a lot of tension in organizations, and is often experienced as both challenging and uncomfortable for those involved. During an innovative effort, organizations must be able to give attention to three behavioural tasks: dealing with continuity, thinking about new ideas or novelty, and going through the transition process itself (Bouwen and Fry 1988).