In Japan there is a word to describe the various limits in innovative thinking. Taga, which literally describes the metal hoops which keep a tight hold on the wooden boards which make a barrel, is used to describe the current state of Japanese innovation. Taga is what causes organizations to decide unconsciously and automatically what is possible and what is not based on current circumstances, not future predictions, hopes or opportunities. It stops completely the ability of a company to adopt a positive attitude towards any change or new idea. Taga is usually fostered in a tacit agreement to, or unspoken understanding of, customary rules or organizational paradigms within a company. When new people join a company (usually it’s the hope that new people bring new ideas) they tend to quickly become unconsciously accustomed to thinking along the lines of the existing organization paradigm. This means that it can be extremely difficult for a company to be aware of taga limiting creativity and implementation of new ideas within your own company.