Blocking change

One of the things that I - and others - have found aggravating over the years is that we will advocate for something new, only to have (some - not all) managers hold off until someone outside the company comes up with a new, catchy, marketing-bling phrase and acronym. 

As an example, Integrated Water Management Planning (IWMP) is basically Whole of Catchment Planning (WoCP).

I've pondered this strange - to us - reluctance for some time. Could it be jealousy, nose being out-of-joint that they didn't think of it, fear that their glory will be undermined by having an innovative underling (these experiences go back decades: now innovation is seen as good - or, at the very least, given lip service as being a "good thing"  ... provided it is in a form that the approvers can understand or like [which often means: "it must be digital" - thereby excluding improved operations etc] ), personality clashes, problems with change, unconscious perception that this is something their parent would not have given them warm fuzzies for (parental influences is a grossly under-acknowledged matter in my opinion - including, IMO, in George W Bush's decision to complete his father's war in Iraq ... ), or  even just plain lack of understanding?

I'm now wondering if the problem is simple fear. If someone internal thought of it, do those flawed few managers (most - especially in recent years - would welcome and pounce on such initiatives) fear that they will be criticised or blamed for not having thought of it themselves, or not having created conditions where someone in their team could have thought of it, or not having properly understood the problem / issue? 

When someone outside the company or organisation comes up with the innovation, those fearful few can say "see, there was no way we could have anticipated this" - and dismiss any apparent similitude on the basis (excuse me while I pause typing to roll my eyes) that they can't possibly be the same, as the acronyms are different ...

Of course, morally and ethically speaking, such delaying tactics do raise genuine questions along the lines of: "why didn't you acknowledge or even act on your underlings innovative thinking/suggestion?" 

And we're back to  jealousy, nose being out-of-joint that they didn't think of it, fear that their glory will be undermined by having an innovative underling , personality clashes, lack of understanding, problems with change, unconscious perception that this is something their parent would not have given them warm fuzzies for, etc ... and fear.