There must be permission to innovate, to make intuitive decisions. Most important, there also needs to be permission to miscalculate and fail. Such a culture flies in the face of those found at hierarchical, rules-bound companies. Executives don't believe their employees would act in the best interest of the company, so they feel the need to dictate every action and deed by applying stringent rules to every function. And that's where things get insidious.
Organic companies know that there's an implicit contract between employer and employee.
As in nature, species don't survive because their individual members have an overriding sense of altruism. They survive by acting in their own interest. Employees are no different. If they have nothing to gain by coming up with a new idea, going out of their way to solve a customer problem, collaborating with a colleague or sharing information with a supplier, they simply won't do it. Linking pay with performance is only one tool organic companies use to motivate employees.