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Procedural barriers generally refer to policies, procedures, and regulations that often inhibit innovation. Also included in this category are certain procedures or managerial philosophies that, although not officially codified, nevertheless can exert a powerful negative influence.
Some examples of barriers in this category include: (1) promoting executives on the basis of their analytical skills rather than their ability to build a creative climate, (2) emphasis on short‑term planning, (3) a desire to avoid expenditures without a short‑term payback, (4) an innovation that appears in conflict with existing laws, (5) a desire to protect the status quo, to not do things differently, (6) an overemphasis on an external reward system rather than internal commitment, (7) expecting/demanding orderly advance during the innovation process and emphasizing planning tactics more than the innovation, (8) exerting detailed control too early in the innovation process (Quinn, 1979) and (9) using unfamiliar jargon with decision makers.