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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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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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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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To stay ahead, you must have your next idea waiting in the wings.
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The goal of winning is not losing two times in a row.
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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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Our future will be shaped by the assumptions we make about who we are and what we can be.
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A great idea is not enough.
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Too many people let others stand in their way and don't go back for one more try.
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Powerlessness corrupts: absolute powerlessness corrupts absolutely.
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Passion for a goal doesn't guarantee success, but without it, you can't even begin.
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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.
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Leaders are more powerful role models when they learn than when they teach.
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The degree to which the opportunity to use power effectively is granted to or withheld from individuals is one operative difference between those companies which stagnate and those which innovate.
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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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