Hi Harold, in your article above, it says

"those who talk about these problems are often branded as rebels. Pitting rebels against the incumbent power-holders is detrimental to organizational learning. Instead, rebels should be allowed to move to the edge." I'm wondering how the innovations that are developed at the "edge" are successfully applied throughout (and bought into by) the larger organization (the one with the old, stagnant habits, policies, rules, culture, etc) and its complex systems? (for context, I work for a government organization)