Most senior managers agree that taking risks is important for innovation, but in far too many cases, they don’t act like they believe this. For example, one global organization, where one of us conducted a culture survey several years ago, considered itself to be highly supportive of developing new products, services, and practices. Yet when several hundred professionals were asked what would happen if they developed and tried “new and untested ideas,” only 17% said that such behavior would be rewarded or approved – 47% said that the reaction from their superiors would be “unpredictable.”