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The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
Rosabeth Moss Kanter
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Rosabeth Moss Kanter
Age: 81
Born: 1943
Born: March 15
Economist
Professor
Sociologist
Teacher
University Teacher
Writer
Cleveland
Ohio
People
Overcoming
Conflicts
Parts
Innovative
Overlaps
Conflict
Invent
Ambiguities
Ways
Designed
Innovating
Decision
Curse
Vacuums
Company
Overcome
Rail
Business
Companies
Organisation
Way
Leaves
Ambiguity
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Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
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The very lack of opportunity the group faces creates a self-defeating cycle and puts pressure on members to limit their aspirations.
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The behavior of people and the culture of an organization are very different in winning streaks and losing streaks. But what both have in common is their momentum - once winners' or losers' habits and culture take hold, they tend to perpetuate themselves.
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Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.
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Corporate men and women, once divided by striking differences in opportunity for career growth, have come to share career chaos.
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Power is the ability to get things done
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Everything looks like a failure in the middle.
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After years of telling corporate citizens to 'trust the system,' many companies must relearn instead to trust their people - and encourage their people to use neglected creative capacities in order to tap the most potent economic stimulus of all: idea power.
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In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
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Change is like putting lipstick on a bulldog. The bulldog's appearance hasn't improved, but now it's really angry.
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Creativity does not derive from order but from the attempt to impose order where it does not exist, to make new connections.
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Creativity is a lot like looking at the world through a kaleidoscope. You look at a set of elements, the same ones everyone else sees, but then reassemble those floating bits and pieces into an enticing new possibility.
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Friendly people are caring people, eager to provide encouragement and support when needed most.
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Thinkers, makers and traders are the DNA of the world class company
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Those enjoying winning streaks thus win twofold. They win not only the game but also the right to greater self-determination. They become masters of their own fate. That feeling of efficacy, of being in charge of circumstances, is the essence of confidence. Winning once or twice is encouraging, but winning continuously is empowering.
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Innovative organizations provide the freedom to act which arouses the desire to act.
Rosabeth Moss Kanter
The goal of winning is not losing two times in a row.
Rosabeth Moss Kanter
I was determined to achieve the total freedom that our history lessons taught us we were entitled to, no matter what the sacrifice.
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... people are capable of more than their organizational positions ever give them the tools or the time or the opportunity to demonstrate.
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To stay ahead, you must have your next idea waiting in the wings.
Rosabeth Moss Kanter
