I would largely agree, though in a corporate environment the pressure to influence change in the organization is less driven by purely voluntary motives than th

I would largely agree, though in a corporate environment the pressure to influence change in the organization is less driven by purely voluntary motives than the "trend jamming" (for lack of a better label) ambitions of the GP. In both contexts, I would guess the key is recognizing that a trend exists because it answers a wide array of needs - many if not most of which have more to do with the geometries that govern the crystallization of social influence into familiar structures regardless of which novelty happened to seed them.