Past ten years, literature is an increasing number of works trying to identify the different levers to operate to encourage innovation within companies. In continuation of this work focused on the emergence of a "culture of innovation," the state of the art made ​​in this article allows us to bring about a feeling of "psychological safety" is the only means that:
- Members of the organization are not paralyzed by fear of failure and continue to offer bold initiatives,
- These players learn from the mistakes that will inevitably be committed during the innovation process and are able to no longer reproduce. We suggest, as such, some lines of thought to create a culture of "room for error" in organizations, starting with the consolidation of the reward and sanction systems by the inclination of the direction to "Legends" failures. We stress however that this may be possible in the context of American culture is not necessarily in that of French culture.

Following the fire in the Mont Blanc tunnel, a new regulation was passed requiring each tunnel of a study of its specific risks and, for the transit of dangerous goods, a comparison with the risks alternative routes. In the practical implementation of these new studies, the temptation was great to multiply and more sophisticated modeling of fires, scenario analysis, the probability calculations, the criteria for making rational choices ... Group working to develop good practices, which had both an extensive field experience and scientific instruments, has gradually converged to a specific doctrine of "reasonable use" of science by their place in the traditional arguments based on simple rules, but tough. Be described by the complex trade-offs made ​​between two logics, the logic "hyperrationnelle" and the pragmatic logic, which are always more or less tension in the regulation of risk.